Metro 2015 Sustainability Report
Content
Los Angeles County
Metropolitan Transportation Authority
Metro’s 2015
Energy and Resource Report
ACKNOWLEDGEMENTS
This document was prepared by AECOM under contract
through Metro (Los Angeles County Metropolitan
Transportation Authority) administered by Metro’s
Environmental Compliance and Services Department.
Technical input was provided by staff in the following Metro
departments: Contract Services, New Business Development,
Systems Engineering, Rail MOW Engineering, Rail Operations
Engineering and Strategic Planning, Resource Management,
Environmental Compliance and Services Department,
Maintenance Administration, Facilities and Property
Maintenance, Governmental Accounts, Quality Assurance,
Long Range Planning, Operations Systems Integration,
Purchasing, Vehicle Technology and Support, Building
Services, Regional Rideshare Research and Development, and
General Services Administration. The Better World Group, Inc.
prepared the Air Quality Pollutant Emissions section.
I
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....................................................................................... 1
About Metro . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ........................................................................................ 9
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...................................................................................... 13
Environmental Management System . . . . . . ...................................................................................... 17
Reporting Methodology. . . . . . . . . . . . . . . . . . . . . . . . . ................................................................................. ..... 25
How Did We Do? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...................................................................................... 39
Vehicle Miles Traveled Per Capita . . . . . . . . ...................................................................................... 40
Unlinked Passenger Trips . . . . . . . . . . . . . . . . . . ...................................................................................... 42
Operating Expenses. . . . . . . . . . . . . . . . . . . . . . . . . . . ..................................................................................... 46
Water Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ................................................................................. ..... 50
Energy Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ................................................................................. ..... 56
Waste and Recycling . . . . . . . . . . . . . . . . . . . . . . . . . . ..................................................................................... 68
Criteria Air Pollutant Emissions . . . . . . . . . . . . ................................................................................. ..... 82
Greenhouse Gas Emissions . . . . . . . . . . . . . . . ...................................................................................... 86
Greenhouse Gas Displacement . . . . . . . . . . . . ..................................................................................... 92
TABLE OF CONTENTS
Accomplishments. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .................................................................................. ..... 31
Metro’s 2015 Energy and Resource Report
Table of Contents
II
Metro’s 2015 Energy and Resource Report
List of Figures
Figure 1: Indicator Area Summary for 2014, Compared to 2013 ................................................................ 3
Figure 2: Annual VMT Per Capita VS Growth Population1 ................................................................. ..... 41
Figure 3: Historic Boardings by Transit Mode ................................................................................ ..... 43
Figure 4: Boardings by Transit Mode . . . . . . . . . . ................................................................................. .... 44
Figure 5: Unlinked Passenger Trip Per Capita VS Population Growth ...................................................... 44
)LJXUH +LVWRULF2SHUDWLQJ([SHQVH(IoFLHQF\ .................................................................................. 47
Figure 7: Boardings by Transit Mode . . . . . . . . . .................................................................................. ..... 47
FIGURES
Figure 8: Operating Expenses by Transit Mode ................................................................................... 47
Figure 9: Boardings Per $1,000 Operating Cost ................................................................................. 48
Figure 10: Revenue Miles Per $1,000 Operating Cost .......................................................................... 48
Figure 11: Vanpool Ridership and Operating Expenses..................................................................... .... 49
Figure 12: Passenger Miles Traveled per Trip ................................................................................. .... 49
Figure 13: Operating Expenses per Passenger Miles Traveled by Mode ................................................ .... 49
Figure 14: Metro Water Supply Source . . . . . . . .................................................................................. ..... 51
Figure 15: Historic Total Water Supply1. . . . . . . . ...................................................................................... 51
Figure 16: Historic Water Cost . . . . . . . . . . . . . . . . . . ................................................................................. ..... 52
Figure 17: Historic Average Water Cost . . . . . . . ................................................................................. ..... 52
)LJXUH :DWHU8VH(IoFLHQF\. . . . . . . . . . . . . . . . . . ................................................................................. ..... 52
Figure 19: Major Facilities and Other Facilities Water Use ................................................................ ..... 53
Figure 20: Water Usage by Facility Type . . . . . .................................................................................. ..... 53
Figure 21: Daily Water Use by Major Facilities, 2013 versus 2014............................................................. 53
Figure 22: Average Daily Water Use by Facility Type ............................................................................. 54
Figure 23: Historic Fuel Use, Metro Operated Vehicles .................................................................... ..... 57
Figure 24: Total Fuel Cost, Metro Operated, 2014 Dollars ................................................................ ..... 57
Figure 25: Historic Price of Fuel. . . . . . . . . . . . . . . . . ................................................................................. ..... 57
)LJXUH )XHO8VH(IoFLHQF\ . . . . . . . . . . . . . . . . . . . ...................................................................................... 58
Figure 27: Historic Rail Propulsion Power Use by Provider ............................................................... ..... 61
Figure 28: Rail Propulsion Power Use by Rail Line ............................................................................... 61
Figure 29: Rail Propulsion Power Costs . . . . . . ...................................................................................... 62
III
Figure 31: Electricity Consumption by Use in 2014 .......................................................................... ..... 63
Figure 32: Historic Electricity Consumption by Use ............................................................................. 64
Figure 33: Facility Electricity Use by Provider ..................................................................................... 64
Figure 34: Facility Electricity Costs . . . . . . . . . . . . .................................................................................. ..... 65
)LJXUH )DFLOLW\(OHFWULFLW\8VH(IoFLHQF\ . . ....................................................................................... 65
Metro’s 2015 Energy and Resource Report
)LJXUH 5DLO3URSXOVLRQ3RZHU(IoFLHQF\ . . ................................................................................. .... 62
Figure 36: Facility Electricity Use by Major Facilities, 2013 versus 2014 ................................................ .... 66
)LJXUH 7RWDO6ROLG:DVWH(IoFLHQF\ . . . . . . . . ..................................................................................... 70
)LJXUH 5HF\FOHG:DVWH(IoFLHQF\ . . . . . . . . . . . ..................................................................................... 70
Figure 40: Historic Used Oil Waste . . . . . . . . . . . . ................................................................................. ..... 73
Figure 41: Used Oil Waste Generated by Major Facilities in 2014 ............................................................ 73
)LJXUH 8VHG2LO:DVWH(IoFLHQF\ . . . . . . . . . . ...................................................................................... 74
Figure 43: Historic Hazardous Liquid Waste ...................................................................................... 75
Figure 44: Hazardous Liquid Waste Produced by Major Facilities ...................................................... ..... 75
Figure 45: Hazardous Liquid Waste Costs . . . ...................................................................................... 75
)LJXUH +D]DUGRXV/LTXLG:DVWH(IoFLHQF\ ................................................................................... 76
Figure 47: Historic Nonhazardous Liquid Waste ............................................................................ ..... 77
Figure 48: Nonhazardous Liquid Waste Produced by Division and Metro Orange Line ........................... ..... 77
Figure 49: Nonhazardous Liquid Waste Cost ..................................................................................... 78
)LJXUH 1RQKD]DUGRXV/LTXLG:DVWH(IoFLHQF\ .......................................................................... ..... 78
Figure 51: Historic Anti-Freeze Waste . . . . . . . . . ..................................................................................... 79
Figure 52: Anti-Freeze Waste Produced by Division ............................................................................. 79
)LJXUH $QWL)UHH]H:DVWH(IoFLHQF\. . . . . . . . ................................................................................. .... 80
Figure 54: Historic Criteria Air Pollutant Emissions............................................................................. 84
Figure 55: Total Greenhouse Gas Emissions by Source .................................................................... ..... 87
Figure 56: Historic Greenhouse Gas Emissions, 2007-2014 .............................................................. ..... 87
Figure 57: Greenhouse Gas Emissions per Boarding ....................................................................... .... 89
Figure 58: Greenhouse Gas Emissions per Vehicle Mile ................................................................... .... 90
FIGURES
Figure 37: Historic Waste Production1 . . . . . . . . .................................................................................. .... 69
IV
Metro’s 2015 Energy and Resource Report
List of Tables
Table 1: Historic Indicator Performance . . . . . . ................................................................................. ...... 2
Table 2: Historic Boarding by Transit Mode . ................................................................................. ..... 43
Table 3: Comparison of 2014 Fleet Emissions Levels to 2013 Levels .................................................... .... 84
7DEOH (IoFLHQF\%DVHG*UHHQKRXVH*DV(PLVVLRQV ............................................................. ..... 88
Table 5: Net Greenhouse Gas Emissions from Metro Operations, 2014............................................... ..... 93
TABLES and CASE STUDIES
List of Case Studies
Division 13 Sustainability Features . . . . . . . . . . . . . . ................................................................................. ..... 22
Photovoltaic Technical and Preventative Maintenance Training Program................................................... 23
Metro Rail’s Gold Line Operations Campus . . ...................................................................................... 36
“Go Metro to Farmers’ Market” Campaign: Farmers’ Market Update .................................................. ..... 45
Water Savings Pilot Program: Bus Operations ..................................................................................... 55
Electric Buses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .................................................................................. ..... 59
Flywheel Energy Storage – Metro Red Line . . . ..................................................................................... 60
Gateway Building LED Lighting Pilot Study . . .................................................................................. .... 67
Waste Audits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ................................................................................. ..... 71
Climate Resiliency Indicator Development. . . . ................................................................................. ..... 91
Expo Operation and Maintenance Facility . . . . ...................................................................................... 95
V
AGM
absorbed glass mat
APTA
American Public Transit Association
ARB
Air Resources Board
BRT
Bus Rapid Transit
CH4
methane
CMF
Leadership in Energy and
Environmental Design For
Neighborhood Development
LRV
light rail vehicle
Metro
Los Angeles County Metropolitan
Transportation Authority
Central Maintenance Facility
MOW
Maintenance of Way
CNG
compressed natural gas
MSIP
CO
carbon monoxide
Metro Sustainability Implementation
Plan
CO2
carbon dioxide
MT
metric tons
CO2e
carbon dioxide equivalent
MWh
Megawatt hour
DPM
diesel particulate matter
N2O
nitrous oxide
EMS
Environmental Management System
NMHC
nonmethane hydrocarbons
EPA
Environmental Protection Agency
NOx
oxides of nitrogen
ETI
Environmental Training Institute
NTD
National Transit Database
FTA
Federal Transit Administration
OMF
Operation and Maintenance Facility
GGE
gasoline gallon equivalent
PFC
SHUpXRURFDUERQ
GHG
greenhouse gas
PM
particulate matter
GWP
Global Warming Potential
PMT
passenger miles traveled
HC
hydrocarbon
PPA
Power Purchase Agreement
HFC
K\GURpXRURFDUERQ
PSM
produced seat miles
HPMS
Highway Performance Monitoring
System
PV
photovoltaic
PWP
Pasadena Water and Power
HVAC
heating, ventilation, and air
conditioning
QA
Quality Assurance
ISO
International Standards Organization
RVL
revenue vehicle length
kW
kilowatt
SCAQMD
South Coast Air Quality Management
District
kWh
kilowatt hour
SCE
Southern California Edison
LADWP
Los Angeles Department of Water and
Power
SF6
VXOIXUKH[DpXRULGH
lbs
pounds
SOP
Standard Operating Procedure
LCFS
Low Carbon Fuel Standard
STI
Southland Transit, Inc.
LED
light-emitting diode
UPT
unlinked passenger trips
LEED
Leadership in Energy and
Environmental Design
U.S.
United States
VMT
vehicle miles traveled
VRH
vehicle revenue hours
VRM
vehicle revenue miles
WESS
Wayside Energy Storage Substation
LEED-EBOM Leadership in Energy and
Environmental Design For Existing
Buildings, Operations and Maintenance
ACRONYMS AND ABBREVIATIONS
LEED-ND
Metro’s 2015 Energy and Resource Report
List of Acronyms and Abbreviations
EXECUTIVE
SUMMARY
This Energy and Resource Report analyzes Metro’s 2014
sustainability and environmental performance and the economic
cost of its operational activities. The purpose of the report is
to present Metro’s sustainability data for calendar year 2014 in
comparison to the previous year’s environmental performance.
The report compares trends by monitoring and analyzing the
increases or decreases in environmental impacts and assessing
Metro’s ongoing progress toward sustainability. This trend
analysis can then be used to improve sustainable performance in
a cost-effective manner for future years.
2
Metro’s 2015 Energy and Resource Report
EXECUTIVE SUMMARY
The Metro Board adopted the Metro Sustainability
Implementation Plan (MSIP) in June 2008. An
ongoing task under the MSIP is the reporting of
Metro’s environmental sustainability performance.
This report addresses environmental performance
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and waste management. Trends of these key areas
are broken down into indicators and sub-indicators
as shown in Figure 1. The indicators were derived
using the Global Reporting Initiative sustainability
UHSRUWLQJIUDPHZRUN,QDGGLWLRQWKLVUHSRUWUHpHFWV
the Recommended Practice for Quantifying and
Reporting Transit Sustainability Metrics, prepared
by the American Public Transit Association (APTA)
Standards Sustainability Metrics Working Group.
This report has two goals: 1) to provide information
that can be used to improve Metro’s sustainability
performance; and 2) to inform the public on
Metro’s sustainability performance. This report
demonstrates Metro’s commitment to meeting
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highlighting the Environmental Management System
(EMS), key accomplishments, and case studies.
A brief summary of each indicator’s performance,
as compared to 2013, follows, and is represented
graphically in Figure 1. In addition, Table 1 provides
an overview of each indicator’s progress over the last
few years.
> Vehicle Miles Traveled (VMT) Per Capita: Los
Angeles County has seen a 2.3% increase in
population over the past 10 years but has
experienced a decrease in VMT by 1.3%.
> Unlinked Passenger Trips: Although overall
boarding decreased 1.7%, vehicle revenue hours
(VRH) experienced a 3.3% increase.
> Operating Expenses: The number of boardings per
$1,000 of operating expenses has decreased since
2012, resulting in a reduction in operating expense
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> Water Use:7KHUHZDVDVLJQLoFDQWGHFUHDVHRI
water use by 28.1%.
Table 1: Historic Indicator Performance
INDICATOR
2011
2012
2013
2014
UNIT
Vehicle Miles Travelled per Capita
7,937
7,870
7,867
-
miles
456,001,753
472,706,561
476,299,313
468,124,396
trips
$2.86
$2.77
$2.83
$2.93
2014 Dollars
256,370,268
359,895,712
414,570,076
297,906,502
Gallons
44,179,465
42,490,623
43,930,100
44,710,242
GGE
Rail Propulsion Power
178,556,320
199,093,552
229,866,746
210,937,940
kWh
Facility Electricity Use
77,974,107
97,500,044
90,099,301
94,144,097
kWh
10,439
9,145
9,741
9,500
tons
Used Oil Waste
145,785
141,735
147,260
142,220
gallons
Hazardous Liquid Waste
680,470
667,794
658,986
620,320
gallons
Nonhazardous Liquid Waste
513,023
503,862
476,918
461,130
gallons
86,050
79,440
81,405
75,300
gallons
664
341
312
295
tons
Greenhouse Gas Emission
456,598
474,537
471,932
465,543
MT CO2e
Greenhouse Gas Displacement
419,344
491,118
475,269
482,182
MT CO2e
Unlinked Passenger Trips per Capita
Operating Expenses per Boarding
Water Use
Fuel Use
Solid Waste and Recycling
Anti-Freeze Waste
Criteria Air Pollutant Emissions
3
INDICATOR
REGRESSED
IMPROVED
Compared to 2013
Vehicle Miles Traveled per
Capita
Compared to 2013
0%
3 Miles Less Traveled
Unlinked Passenger
Trips per Capita
1.7%
8.2 Million Less Boardings
3.5%
10 Cents More per Boarding
Water Use
117 Million Less Gallons Consumed
Energy Use
> Fuel Use
> Rail Propulsion Power
> Facility Electricity Use
1.8%
FUEL USE: 1 Million
More Gallons Used
4.5%
Waste and Recycling
>
>
>
>
>
28.1%
8.2%
RAIL PROPULSION POWER: 19 Million kWh Less Used
FACILITY ELECTRICITY USE:
4 Million kWh More Used
2.5%
Solid Waste and Recycling
Used Oil Waste
Hazardous Liquid Waste
Nonhazardous Liquid Waste
Anti-Freeze Waste
SOLID WASTE & RECYCLING: 242 Tons Less Produced
3.4%
USED OIL: 5,040 Gallons Less Produced
5.9%
HAZARDOUS LIQUID: 38,666 Gallons Less Produced
3.3%
NONHAZARDOUS LIQUID: 15,788 Gallons Less Produced
7.5%
ANTI-FREEZE: 6,105 Gallons Less Produced
Criteria Air Pollutant
Emissions
5.4%
17 Tons Less Emitted
Greenhouse Gas
Emissions
1.4%
6,389 Tons Less Emitted
Greenhouse Gas
Displacement
1.5%
Increase in Metric Tons of CO2e Displaced from
Metro Operations
REGRESSED
IMPROVED
Co-benefit achieved (other environmental benefits achieved due to change in resource consumption)
EXECUTIVE SUMMARY
Operating Expenses
per Boarding
Metro’s 2015 Energy and Resource Report
Figure 1: Indicator Area Summary for 2014, Compared to 2013
4
Metro’s 2015 Energy and Resource Report
EXECUTIVE SUMMARY
> Energy Use - Fuel Use: Compressed natural gas
(CNG) consumption for Metro-operated bus
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years, with a nearly 19% drop from its peak use in
2YHUDOOIXHOXVHHIoFLHQF\LQFUHDVHGVOLJKWO\
by 0.3%.
> Energy Use - Rail Propulsion Power: There was an
overall reduction in rail propulsion power demand
by 8%, despite a relatively constant ridership.
> Energy Use - Facility Electricity Use: Facility
electricity use increased by 4%.
> Waste and Recycling - Solid Waste and Recycling:
Total solid waste output decreased 2.5%.
> Waste and Recycling - Used Oil Waste: Metro
experienced a 26% decrease in gallons of used oil
from 2002 to 2014.
> Waste and Recycling - Hazardous Liquid Waste:
Metro produced approximately 620,000 gallons
of hazardous liquid waste in 2014, representing
a 5.9% decrease from 2013 and a 12.6% decrease
from 2003.
> Waste and Recycling - Nonhazardous Liquid
Waste: Metro produced approximately 461,000
gallons of nonhazardous liquid waste, representing
a 3.3% decrease from 2013 but an overall 10.8%
increase from 2002.
> Waste and Recycling - Anti-Freeze Waste: Metro
produced approximately 75,300 gallons of antifreeze waste, a decrease of 7.5% from 2013.
> Criteria Air Pollutant Emissions:7RWDOpHHW
emissions in 2014 were 55.6% lower as compared
to 2011 and 70% lower as compared to 2008.
> Greenhouse Gas Emissions: Total greenhouse
gas (GHG) emissions decreased by 1.4% from
2013, with emissions from rail propulsion power
consumption decreasing by 6% and revenuegenerating diesel consumption in buses increasing
by 15%.
> Greenhouse Gas Displacement: Metro achieved
GHG displacement of approximately 482,182
metric tons (MT) of carbon dioxide equivalent
(CO2e) by shifting passengers from individual
vehicular travel to transit. This alone results in
more GHG emissions displaced by passengers
not driving than by all of Metro’s operational
emissions (465,529 MT CO2e).
The following report provides details of each
indicator’s performance and associated costs.
5
Metro’s 2015 Energy and Resource Report
EXECUTIVE SUMMARY
MESSAGE FROM THE CHAIRMAN
6
Metro’s 2015 Energy and Resource Report
EXECUTIVE SUMMARY
7
When I look to our system here in Los Angeles, I recognize the commitment to building
DZRUOGFODVVWUDQVSRUWDWLRQV\VWHP RQHWKDWLVFOHDQHIoFLHQWUHOLDEOHDFFHVVLEOHDQG
FRVWHIIHFWLYHIRUULGHUV,DOVRUHFRJQL]HWKDWWKHJUHHQKRXVHJDVEHQHoWVUHDOL]HGIURP
WUDQVLWXVHDUHDPSOLoHGZKHQRXURSHUDWLRQVDUHDOVRPDGHVXVWDLQDEOH$VZHSURJUHVV
in our construction program, I look to the Metro family to continue championing our
efforts to reduce Metro’s impact on the environment by managing resources in all of our
planning, construction, operations, and procurement activities.
• Expansion of Metro’s Environmental Management System (EMS) to include all
major rail and bus facilities. By July 2015, eighteen facilities in total will have achieved
,QWHUQDWLRQDO6WDQGDUGV2UJDQL]DWLRQ ,62 &HUWLoFDWLRQKDYLQJIXOO\FRPPLWWHGWRHQVXULQJZRUOGFODVV
environmental compliance at all levels of our organization.
• $FRQWLQXLQJFRPPLWPHQWWRDFKLHYH/HDGHUVKLSLQ(QHUJ\DQG(QYLURQPHQWDO'HVLJQ /((' FHUWLoFDWLRQVWDQGDUGVRQ
new construction projects and existing buildings. Three new facilities will open as LEED-Gold or higher and two existing
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• Expansion of Metro’s Electric Vehicle charging Stations. More stations will be installed at rail stations and park and rides
this year to add to the existing 20 chargers located at Union Station, Sierra Madre Villa Station, Willow Station, Universal
City Station, and El Segundo Station.
• ,QVWDOODWLRQRIp\ZKHHOHQHUJ\VWRUDJHV\VWHPDWWKH:HVWODNH0DF$UWKXU3DUNVWDWLRQRQWKH5HG/LQHZKLFKXWLOL]HV
regenerative technology to store energy generated from braking trains. The system is expected to save over 500 megawatt
hours per year.
• A reduction of over 2.5 million gallons of water between 2013 and 2014 at one of Metro’s bus maintenance yards. A pilot
program to wash buses on an alternative schedule was implemented, which is now being expanded to all Metro bus
divisions.
The sustainable and environmental programs that have been initiated here form the foundation for the vast possibilities
ahead. Sustainability guidelines are created not only to encourage sustainability considerations within the various projects
and programs, but also to instill a culture of sustainability throughout the organization. Here at Metro, we continue to
intergrate environmental considerations into all of our planning, design, construction, operations, and maintenance
activities. We have worked to support many environmental programs, focusing on recycling, water quality, clean fuel, green
products’ procurement and greenhouse gas emissions reduction strategies. Environmental issues such as these transcend
geographical limitations, and must be given attention, whether here in Los Angeles or elsewhere.
I look forward to building on this momentum, combining my experience elsewhere and Metro’s forward-thinking approach
to sustainability to continue fostering the growth of Los Angeles’ transit system. I congratulate our staff and partners in their
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VSUHVVDKHDG
DQGPDNHWKLVV\VWHPFOHDQHUJUHHQHUDQGPRUHHIoFLHQW
Sincerely,
Phillip A. Washington
&KLHI([HFXWLYH2IoFHU
EXECUTIVE SUMMARY
As I embark upon my journey here at Metro and look towards opportunities to work
together on key issues, I’d like to take the time to highlight the agency’s recent successes,
which include:
Metro’s 2015 Energy and Resource Report
MESSAGE FROM THE CEO
ABOUT METRO
The Los Angeles County Metropolitan Transportation
Authority (Metro) strives to be responsible for the “continuous
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Los Angeles County.” Metro’s role is unique among the nation’s
transportation agencies by serving as transportation planner
and coordinator, designer, builder, and operator for one of the
country’s largest, most populous counties. Metro is dedicated
to providing Los Angeles County with safe, clean, reliable, and
courteous transportation service.
10
Metro’s 2015 Energy and Resource Report
In the last 25 years, Metro has developed an
extensive mass rapid transit system consisting
of more than 80 miles of urban rail, three very
successful Bus Rapid Transit (BRT) routes, and
WKHQDWLRQ
VODUJHVWpHHWRIPRUHWKDQYHU\
low emissions buses. Metro operates 170 bus
routes within 1,433 square miles of service area
to accommodate more than 286.8 million annual
boardings.
ABOUT METRO
Metro’s rail system includes the Red and Purple
subway lines and the Blue, Green, Gold, and Expo
light rail lines. The Red and Purple Lines equal a
combined 17 miles in length, include 16 stations, and
averaged a total of 49.9 million annual boardings
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rail lines are 70.3 miles long with 67 stations. Metro
continues to maintain and improve on these rail
lines with projects such as the Blue Line Upgrade,
a $1.2 billion project that will upgrade the stations
and tracks of Metro’s oldest and most used rail line,
and major expansions of the Expo, Gold, and Purple
lines.
Metro’s Long Range Transportation Plan (LRTP)
calls for investments to expand the region’s rail
system to 185 miles—with over 150 stations—and
to add 170 more miles of carpool lanes to our
freeways. Planning and construction work continues
on several corridors to develop additional light and
heavy rail transit. These investments, in combination
with a statewide mandate to better coordinate
land-use planning with the transportation system,
Senate Bill 375: The Sustainable Communities and
Climate Protection Act of 2008, will transform Los
Angeles’ urban landscape over the next 30 years,
reduce demand for single-occupancy travel, reduce
per capita GHG emissions, and further improve air
quality.
Metro also encourages transit oriented development
(TOD) on Metro-controlled property near
transit facilities to facilitate walking and bicycle
improvements as well as enhance the utilization
of, and connectivity to, the region’s transit system.
Recently, Metro completed construction on an
expansive TOD project at One Santa Fe, a mixed-use
development with 20% affordable housing units in
the Downtown Los Angeles Arts District adjacent to
Metro’s Red Line Rail Yard. Also under development
is Taylor Yard, a mixed-use development that
includes 301 affordable family and senior units and
a mixed- use development at 1st and Boyle that will
have 79 affordable family units and access to Metro
Gold Line.
Planning, developing, and operating the region’s
transportation system is an energy-intensive
endeavor. To reduce the consumption of natural
resources and the associated emission of pollutants
and GHG, Metro has implemented several initiatives
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EHWWHUVWHZDUGVRIWKHHQYLURQPHQW6SHFLoFDOO\
Metro has committed to:
1. Making its facilities more sustainable: three new
maintenance and operation facilities are under
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Metro is also in the process of certifying its
existing buildings, with one bus division receiving
LEED-EBOM silver in 2014 and two additional
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2. (
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VFOHDQEXVpHHWE\DFTXLULQJ
new zero emission electric buses that will further
reduce greenhouse gas emissions from Metro’s
bus operations in the county.
3. Adopting and implementing an agency-wide
Environmental Management System (EMS).
In January 2011, Metro’s pilot EMS facility, the
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Since then, an additional 10 facilities have been
enrolled into the program. The agency continues
an aggressive enrollment scheduled and is the
process of certifying seven facilities at once,
making Metro a worldwide leader in monitoring
and mitigating its impact on the environment.
11
Metro’s 2015 Energy and Resource Report
ABOUT METRO
4. &
RQWLQXLQJHIIRUWVLQIXOoOOLQJFRPPLWPHQWV
in our Renewable Energy Policy to incorporate
renewable energy into Metro facilities. Solar
SDQHOVKDYHEHHQLQVWDOOHGDWoYH0HWURIDFLOLWLHV
to produce over two megawatts of energy, with
two more systems under construction. An
additional four sites are currently in planning in
2015. An additional 500 megawatt-hours per year
are expected to be saved by the newly installed
p\ZKHHOHQHUJ\VWRUDJHV\VWHPRQWKH0HWUR5HG
Line.
5. Adopting Metro’s Green Construction Equipment
Policy to reduce emissions from construction
activities by requiring the use of clean,
green construction equipment on all Metro
construction projects.
6. Adopting Metro’s Energy Management and
Conservation Plan, which provides a blueprint to
direct Metro’s overall energy management and
XVHLQDVXVWDLQDEOHFRVWHIIHFWLYHDQGHIoFLHQW
manner.
7. Continuing to implement the Climate Action and
Adaptation Plan and completing agency-wide
vulnerability and criticality assessments to reduce
the impacts of evolving climatic effects, increase
our current and future investments’ resiliency to
maintain a consistent state of good repair
8. Continuing to implement the Water Conservation
and Management Plan through measures
VXFKDVEXVZDVKLQJSURFHGXUHPRGLoFDWLRQ
recycled water use, drought-tolerant and
QDWLYHODQGVFDSLQJDQGZDWHUHIoFLHQWo[WXUH
installations. When fully implemented, reductions
in Metro’s potable water consumption will reach
more than 200 million gallons per year
These policies and programs are inherently linked to
Metro’s mission—the responsibility to provide an
HIoFLHQWDQGHIIHFWLYHWUDQVSRUWDWLRQV\VWHPDQGLWV
effort to do so in a sustainable manner. Ultimately,
these efforts ensure that the agency equitably
continues to balance a growing presence in the
region while seeking to reduce its overall impacts on
the environment.
INTRODUCTION
Since 2009, Metro has produced an annual sustainability report
to summarize the agency’s continual efforts in achieving higher
sustainability performance through the implementation of
planning, construction, operations, and maintenance activities.
This Metro’s 2015 Energy and Resource Report is a continuation
RIWKLVHIIRUWDQGUHpHFWVWKHDJHQF\
VVXVWDLQDELOLW\SHUIRUPDQFH
for calendar year 2014. The report will continue to bring visibility
to Metro’s sustainability efforts and help explore new ways to
manage environmental impacts, while maintaining Metro’s
commitment to providing quality transit services for the region.
This report strives to align the strategies and recommendations
provided by Metro with the City of Los Angeles’ Sustainable City
pLAn.
14
Metro’s 2015 Energy and Resource Report
INTRODUCTION
The purpose of this report is to compare data with
previous years to track Metro’s progress toward
attaining goals for sustainability, and provide an
update on Metro’s resource use and contribution
to the reduction of pollutant emissions and GHG
emissions. Additionally, this report provides Metro’s
decision-makers with information they can use to
improve Metro’s sustainability performance.
Data are organized according to indicator area,
with each area focusing on a resource or economic
cost by which Metro can analyze the effectiveness
of its sustainability strategies over time. This report
UHpHFWVWKH5HFRPPHQGHG3UDFWLFHIRU4XDQWLI\LQJ
and Reporting Transit Sustainability Metrics, as
developed by APTA. The indicator areas selected for
historic and ongoing analysis are as follows:
This report describes the methodology used to
collect and analyze the data, including how the
GLIIHUHQWLQGLFDWRUVZHUHFKRVHQKRZHIoFLHQF\
LVPHDVXUHGZLWKLQWKHVSHFLoFLQGLFDWRUVDQG
identifying potential weaknesses in the data. Data
accuracy is essential; therefore, the best available
data as of April 2015 were used along with the most
reliable sustainability guidelines to develop this
report. Additional data constraints are discussed in
the Reporting Methodology.
> Vehicle Miles Traveled per Capita
> Unlinked Passenger Trips per Capita
> Operating Expenses
> Water Use
> Energy Use
• Fuel Use
• Rail Propulsion Power
• Facility Electricity Use
15
Metro’s 2015 Energy and Resource Report
INTRODUCTION
> Waste and Recycling
• Solid Waste and Recycling
• Used Oil Waste
• Hazardous Liquid Waste
• Nonhazardous Liquid Waste
• Anti-Freeze Waste
> Criteria Air Pollutant Emissions
> Greenhouse Gas Emissions
> Greenhouse Gas Displacement
This report includes a detailed discussion of each
indicator area according to the following structure:
> Accomplishments:6LJQLoFDQWDFWLRQVRUSURJUDPV
that affected the indicator during the 2014 calendar
year.
> Data and Analysis: Analytical summaries and data
graphs.
> Next Steps:6SHFLoFDFWLRQVDQGJHQHUDOQH[W
steps that Metro is considering for future
implementation.
,QDGGLWLRQWRWKHVSHFLoFLVVXHVGHVFULEHGLQWKH
indicator area sections, Metro has developed and
implemented broad policies, goals, and standards
to demonstrate a commitment to apply sustainable
strategies throughout the planning, construction,
DQGRSHUDWLRQRIYDULRXVSURMHFWV6SHFLoFDOO\0HWUR
projects will comply with all local, state, and federal
codes, ordinances, and regulations, and applicable
Federal Transit Administration (FTA), Federal
Highway Administration, and APTA guidelines.
Case studies are also provided throughout
WKLVUHSRUWWRKLJKOLJKWVSHFLoFVXVWDLQDELOLW\
achievements of Metro.
ENVIRONMENTAL
MANAGEMENT
SYSTEM
As Los Angeles County’s largest transportation provider, Metro
is responsible for a comprehensive list of services, including
transportation planning and coordination, as well as designing,
building, and operating these systems. As part of its day-to-day
activities, Metro is also taking ownership of its impact on the
environment, and working to integrate sustainability practices into
the values of the agency. One avenue for approaching this issue is
through the compilation of Best Practices to streamline maintenance
and operations in a more environmentally friendly manner. For Metro,
this approach encouraged the design and implementation of an
Environmental Management System (EMS). As described in Metro’s
Environmental Policy (2009), Metro’s EMS “is a set of operational
procedures, based on an adopted Environmental Policy, to ensure
compliance with federal, state, and local environmental regulations, as
well as to facilitate environmental stewardship.”
18
Metro’s 2015 Energy and Resource Report
ENVIRONMENTAL MANAGEMENT SYSTEM
A BRIEF HISTORY OF EMS
In August 2007, Metro was one of eight transit
agencies across the country that was selected by the
FTA to participate in a pilot project to implement an
EMS in their organization. In December that same
year, Metro was one of seven agencies participating
in the second round of FTA-assisted EMS training,
with the intention of utilizing and certifying the
agency’s applicable facilities to the International
Standards Organization (ISO) 14001:2004 Standard.
Metro has adopted an agency-wide EMS, meaning
that all of its major facilities will eventually be
included in the program. Metro’s current EMS
includes operational activities and involves
employees from Operations and Maintenance.
An EMS Administrative Team was established to
manage the documentation and implementation
of the overarching EMS program, and contains
representatives from Environmental Compliance
and Services, Quality Assurance, Corporate
Safety, Facilities Maintenance, and Bus and Rail
Maintenance and Transportation Departments. The
EMS Facility Core Teams were developed to address
VLWHVSHFLoFHQYLURQPHQWDOLPSDFWVZLWKVXSSRUW
from the EMS Administrative Team.
During the fall of 2008, Metro began its EMS
program with the Red Line Yard as the pilot site,
which houses rail maintenance and operations
for Division 20 and Maintenance of Way (MOW).
In January 2011, the Red Line Yard received ISO
&HUWLoFDWLRQ)ROORZLQJWKHZHOOHDUQHG
success at the Red Line Yard, Division 10, one of
Metro’s bus facilities, was selected for enrollment
in the EMS program. The program is expanding to
include 17 facilities in total: four rail divisions, 12 bus
divisions, and one non-revenue vehicle division. The
agency continues an aggressive enrollment schedule
and, as of January 2015, is currently in the process of
certifying seven divisions simultaneously. Since the
inception of the agency’s multi-site EMS, the process
has demonstrated its continual improvement in
several ways. By decreasing the time it takes to
enroll a facility from two years to six months and
by increasing the number of facilities enrolled in
one cycle, Metro’s EMS proves to be innovative and
robust when compared to other transit agencies
throughout the nation. In 2014, Columbia University
conducted a study that rated LA Metro’s EMS as
the most successful implementation in relation
to 13 other regional transit agencies with a similar
program.
19
Metro’s 2015 Energy and Resource Report
INTRODUCTION TO EMS
1
2
3
,62&HUWLoFDWLRQSURYLGHVDQLQWHUQDWLRQDOO\
recognized framework for EMS that
formalizes the continual improvement
process.
Plan
At the agency-wide level, Metro’s EMS
requires the development of “Objectives and
Targets” to set goals for the program. At
the division level, each division evaluates its
facilities to determine major environmental
impacts (referred to as “Environmental
Aspects”) and creates Action Plans to
address those impacts that they identify as
VLJQLoFDQW
Do
Action Plans are developed to assign tasks
and responsibilities for meeting the goals
of reducing an activity’s impact on the
environment. Regular meetings, at the
agency-wide level and the division level, are
scheduled to track progress and keep records
of these efforts.
Check
The “Check” phase focuses on monitoring
and measuring Metro’s EMS activities.
Internal and external auditors are tasked
to ensure that procedures are followed
and the agency’s environmental goals are
being met. Metro has chosen to conform
to, and has successfully achieved, the ISO
&HUWLoFDWLRQIRULWV(067KLV
Metro has elected to certify all of its facilities
that are enrolled thus far in its EMS program,
which currently includes six facilities, with
two more under review. Metro has become
and continues to be a leader in the transit
industry; it is one of the few ISO 14001:2004
&HUWLoHGWUDQVLWDJHQFLHVLQWKHFRXQWU\DQG
LVWKHoUVWWRUHFHLYHWKLVUHFRJQLWLRQIRUD
multi-site system.
4
Act
On an annual basis, Metro’s EMS executives
are briefed in a management review of the
program. This offers opportunities for senior
management to ask critical questions to
determine the progress and success of the
program. In addition to the management
review, the EMS Administrative Team
and Facility Core Teams also evaluate the
program’s accomplishments from the
past year, and identify new environmental
challenges to address. Therein lies the
continual improvement process of EMS, and
the cycle begins again.
ENVIRONMENTAL MANAGEMENT SYSTEM
EMS relies on a continual improvement process
to identify best practices and ways that Metro can
reduce its impact on the environment. This is aided
by the engagement and empowerment of Metro
employees, who are encouraged to voice their
opinions on environmental challenges. EMS relies
on a “Plan-Do-Check-Act” model, which represents
the four critical stages in the process:
20
Metro’s 2015 Energy and Resource Report
PROGRAM BENEFITS
ENVIRONMENTAL MANAGEMENT SYSTEM
Reduction of Environmental Impacts
Through a continual improvement process,
EMS helps each facility to identify key areas
of improvement relating to its environmental
performance. For example, Metro’s Quality
Assurance (QA) group performs audits of the
facilities each month. The monthly environmental
compliance reports have been aggregated over
the last several years to target those areas with
environmental concerns that can be addressed
through the EMS program. As a result, those
targeted environmental issues have been
VLJQLoFDQWO\UHGXFHG$VQHZLVVXHVDULVHWKH
program utilizes the continual improvement process
to address additional areas on an annual basis.
Employee Awareness
The program is invested in increasing employee
awareness of environmental issues, both in the
workplace and at home. Extensive training is offered
through the Environmental Training Institute
(ETI), which includes topics such as general EMS
awareness, regulatory-required trainings, and
general sustainability training on energy, waste,
and recycling. These trainings increase employee
awareness and provide the tools for staff to make
improvements in their daily responsibilities. EMS
ultimately empowers employees to voice their
concerns, bring attention to new issues, and
promote the continual improvement process.
Sharing of Best Practices
As an agency-wide program, EMS seeks to capitalize
on the existing best practices taking place at
various bus and rail maintenance facilities, and to
share those with other EMS facilities. For example,
maintenance staff at Division 10 developed an endof-shift checklist to focus on general housekeeping
and environmental due diligence on a daily basis.
This checklist proved successful for the division
when going through the EMS audit process. As
a result, the checklist was shared with other bus
facilities, and a checklist for Metro rail facilities was
also developed.
Other best practices include both formal and
informal procedures at the divisions to effectively
mitigate and manage their environmental impacts.
The development and dissemination of Standard
Operating Procedures (SOPs) have been enhanced
and are formally referenced in EMS documents.
These SOPs serve as a guide on proper procedures
for various activities impacting the environment.
:LWKYDULRXVGLYLVLRQVGHYHORSLQJVSHFLoF623VIRU
their facilities, those relevant to the EMS program
KDYHEHHQVKDUHGDQGDGDSWHGWRoWWKHQHHGVRI
the agency-wide program. This effort has resulted in
VWUHDPOLQLQJDQGJUHDWHUHIoFLHQF\LQUHVSRQGLQJWR
and mitigating recurring issues.
Capital Project Assistance
In conjunction with Metro’s energy, water, waste
and recycling, and climate initiatives, EMS offers
additional resources to facilities to implement
innovative pilot and full-scale projects and essential
resource saving measures. These measures are
designed to assist the agency in reducing its overall
environmental impact and operational cost. Through
ERWKoVFDODQGSURMHFWPDQDJHPHQWDVVLVWDQFH(06
staff coordinate with various Metro departments
to identify critical issues and opportunities for
improvement, seek funding for these projects,
and implement these projects in a timely manner.
Projects developed through the EMS program
include:
1. Sealed coolant recovery system to capture and
reuse anti-freeze from buses. The pilot facilities
were successful, and this system is expected
to be fully distributed to all bus maintenance
divisions in 2015.
2. Agency-wide policy guidance on the proper
KDQGOLQJDQGGLVSRVDORIEURNHQpXRUHVFHQW
tubes. A storage shed at Division 3 was
SXUFKDVHGIRUZDVWHpXRUHVFHQWOLJKWWXEHV7KH
division now keeps their new and waste light
WXEHVVHSDUDWHGDQGPRUHHIoFLHQWO\PDQDJHV
their universal waste until properly disposed.
3. Pilot project initiated at Division 3 to reduce
ZDWHUFRQVXPSWLRQDQGUHDVVHVVWKHHIoFLHQF\RI
the current bus wash system.
21
Metro’s 2015 Energy and Resource Report
5. 3
XUFKDVHRIDpDPPDEOHVWRUDJHFDELQHWDW
Division 11 to store hazardous materials when
not being used. This served as a strategy to
improve housekeeping in the shop, but also
reduced the amount of aerosol cans wasted
because employees check this cabinet before
obtaining new cans from stores.
6. Categorized bus wash activities as an
Environmental Aspect at Divisions 2, 5 and 15,
which is prompting Metro Operations to assess
overall water consumption patterns throughout
the agency and strategies to reduce impacts
associated with bus wash activities.
7. “Reduced bus wash schedule” initiative called
IRUGLYLVLRQVWRZDVKWKHHQWLUHEXVpHHWRQDQ
alternating schedule based on odd and even bus
numbers, rather than the daily washing of each
bus, to reduce agency-wide water consumption.
FUTURE INITIATIVES
Metro’s EMS program continues to evolve and
expand. As it is an agency-wide system, all of Metro’s
major facilities will be enrolled in the program by
2016. As Metro’s primary tool for environmental
compliance and operational sustainability, the
EMS program is incorporating the agency’s work
on energy (including Leadership in Energy and
(QYLURQPHQWDO'HVLJQ>/(('@&HUWLoFDWLRQ ZDWHU
resource management, waste and recycling, and
climate change to create an integrated approach to
environmental and sustainability management.
Through Metro’s EMS program, numerous systemwide initiatives have been developed as a response to
the Environmental Aspects selected at each division.
Innovative solutions continually emerge from this
program and affect decisions made throughout the
entire agency, such as the frequency with which
buses are washed, and programmatic guidance on
how to reduce, recycle, or reuse materials before they
become waste. The EMS framework is a dynamic
process that analyzes every component of the
division’s daily activities, systematically determining
the root cause of any environmental stressor.
Trainings offered through ETI help assess issues
arising from improper handling (user-error), while
coordination with other departments helps the Facility
Core Teams assess whether the technology used is
SHUIRUPLQJDFFRUGLQJWRLWVGHVLJQHGVSHFLoFDWLRQV
(structural). Through this comprehensive approach
to managing environmental assets and procedures,
Metro continues to demonstrate that saving money
and remaining in environmental compliance are
complementary byproducts of a robust and resilient
EMS program.
ENVIRONMENTAL MANAGEMENT SYSTEM
4. Canopies have been installed at multiple
EMS sites as a structural best management
practice for potential stormwater issues. In the
past, metal scrap bins and hazardous waste
accumulation areas have been exposed to the
elements.
22
CASE STUDY
Metro’s 2015 Energy and Resource Report
DIVISION 13
SUSTAINABILITY FEATURES
ENVIRONMENTAL MANAGEMENT SYSTEM
In February 2013, Metro started construction on
Division 13, a new Bus Maintenance and Operations
Facility on the corner of Cesar E Chavez Avenue and
Vignes Street. With Metro’s sustainability goals in
mind, several sustainability features were installed to
LQFUHDVHZDWHUDQGHQHUJ\HIoFLHQF\DWWKHGLYLVLRQ
The project includes a 275,000 gallon underground
cistern, designed to capture and recycle rainwater
for use at the bus wash facility. The green roof
garden, accessible to Metro employees, will improve
surrounding stormwater conditions, promote
improved air quality, and provide the building with
insulation. Additionally, 271 kilowatts (kW) of solar
panels will be installed to generate renewable energy
and reduce energy costs at the facility. These, along
ZLWKPDQ\RWKHUIHDWXUHVLQFOXGLQJUHpHFWLYHURRoQJ
ZDWHUHIoFLHQWLUULJDWLRQV\VWHPDQGVN\OLJKWVKDYH
SXWWKHSURMHFWRQWUDFNWREHFRPHD/(('&HUWLoHG
Gold Building. Construction on Division 13 is
anticipated to be completed in June 2015.
23
CASE STUDY
Metro’s 2015 Energy and Resource Report
PHOTOVOLTAIC TECHNICAL AND PREVENTATIVE
MAINTENANCE TRAINING PROGRAM
ENVIRONMENTAL MANAGEMENT SYSTEM
ACTION
Metro’s existing and future
sustainability assets, such as
photovoltaic (PV) systems,
should be maintained for
optimal performance. Innovative,
technology-based sustainability
solutions may create a need for
education and training.
In 2014, a training course on PV preventative maintenance was
GHYHORSHGVSHFLoFDOO\IRU0HWUR
VIDFLOLWLHVPDLQWHQDQFHFUHZVDQG
electricians who maintain the PV systems throughout the region. The
course covered the history and theory of PV, safety, and the newly
developed Preventative Maintenance Plan. Two instruction sessions and
on-site rooftop visits were offered. This training was rolled into the ETI
program, which houses the EMS course modules.
OUTCOME
CHALLENGE
Metro will continue to provide training sessions
for PV preventative maintenance in order to
continually educate and train Metro’s personnel.
Training sessions that focus on maintaining the
current facilities and preventing system failures
will provide for uninterrupted service and peak
performance, while allowing Metro’s personnel
to gain hands-on experience.
REPORTING
METHODOLOGY
As a founding member of the APTA Sustainability Commitment,
Metro follows the guidance provided by APTA to report and
track key indicators of sustainability. APTA’s Recommended
Practice of Quantifying and Reporting Transit Sustainability
Metrics provides the framework and methodology for the 2015
Energy and Resource Report and offers guidance for reporting
and tracking key indicators of sustainability. This Recommended
3UDFWLFHLGHQWLoHVQLQHVXVWDLQDELOLW\SHUIRUPDQFHPHWULFVWREH
reported on an annual basis, as follows: 1) Vehicle Miles Traveled
per Capita; 2) Unlinked Passenger Trips per Capita; 3) Operating
Expenses; 4) Water Use; 5) Energy Use; 6) Waste and Recycling; 7)
Criteria Air Pollutant Emissions; 8) GHG Emissions; and 9) GHG
Displacement.
26
Metro’s 2015 Energy and Resource Report
REPORTING METHODOLOGY
NORMALIZATION FACTORS
APTA also recommends that a transit agency
select normalization factors that “tell its story”
by providing context for its operations. The eight
possible normalization factors are: 1) passenger miles
traveled (PMT); 2) vehicle revenue hours (VRH); 3)
vehicle miles; 4) vehicle revenue miles (VRM); 5)
unlinked passenger trips (UPT); 6) produced seat
miles (PSM); 7) revenue vehicle length (RVL); and 8)
per capita in service area of operation. As one of the
nation’s largest transit agencies, Metro’s service area
encompasses more than 1,400 square miles of Los
Angeles County, with an estimated average weekday
ridership of over 1.35 million (bus and rail). Metro’s
FRUHPLVVLRQLVWRSURYLGHHIoFLHQWDQGHIIHFWLYHWUDQVLW
service to the Los Angeles region. This report focuses
on PMT, VRH, and UPT as the primary normalization
factors to measure Metro’s sustainability performance
and examine the balance between Metro’s service
expansion and sustainability impact.
Passenger Miles Traveled (PMT)
PMT is the sum of the distances traveled by all Metro
passengers. This metric directly shows the potential
VMT and associated GHG emission reductions.
,WKLJKOLJKWV0HWUR
VRSHUDWLRQDOHIoFLHQF\DQG
effectiveness as they relate to GHG reductions.
Vehicle Revenue Hours (VRH)
VRH refers to the total number of hours that
Metro’s vehicles are in revenue service (including
vehicles that operate in fare-free service). This metric
captures the effectiveness of the transit service.
Measuring Metro’s sustainability performance
through VRH helps to reveal how its overall
sustainability performance is impacted by the
transit service expansion. This metric enables the
FRPSDULVRQRIVXVWDLQDELOLW\HIoFLHQF\\HDUWR\HDU
regardless of the service size and scale.
Unlinked Passenger Trips (UPT)
837DOVRFDOOHGERDUGLQJVLVGHoQHGDVWKH
total number of times passengers board public
transportation vehicles, regardless of whether
the boarding results in one trip or multiple trips.
This metric captures the scale and effectiveness
of Metro’s transit service. It helps to reveal the
relationship between Metro’s efforts to attract
passengers and increase service productivity and the
resulting impact on the sustainability performance
brought on by such efforts.
27
GHG METHODOLOGY
Emissions of all applicable GHGs have been
accounted for in this report. Given that each GHG
has a different Global Warming Potential (GWP),
total emissions were reported in units of MT CO2e,
which are derived by multiplying the tonnage of
individual GHGs by their respective GWP. GHG
HPLVVLRQVDUHVSHFLoFWRFHUWDLQW\SHVRIDFWLYLWLHV
For example, burning fossil fuels produces emissions
of carbon dioxide (CO2), nitrous oxide (N2O), and
methane (CH4). On the other hand, GHGs such
DVVXOIXUKH[DpXRULGH 6) SHUpXRURFDUERQV
3)&V RUK\GURpXRURFDUERQV +)&V DUHXVHGDV
HQGSURGXFWVLQHTXLSPHQWIRUWKHLULQVXODWLQJoUH
suppressing, or refrigerating properties, and it is only
when these substances leak into the atmosphere
that they are accounted for in GHG inventories. If
Metro’s future operations result in emissions of
additional GHGs, they will be included in future
inventory reports as applicable.
In general, the GHG emissions calculations for
the years 2012, 2013, and 2014 use the same
methodology as recommended by APTA. The GHG
emission calculations for years prior to 2012 may
have used a different methodology. For the years
prior to 2012, the following discrepancies may exist:
> Omissions of CH4 and N2O emissions from
FRQWUDFWHGUHYHQXHJHQHUDWLQJYHKLFOHpHHW
> The use of slightly different emission factors for
CH4 and N2O emissions from electricity, diesel,
and gasoline consumption.
> The use of slightly different conversion factors for
units of fuel quantities.
> Omissions of GHG emissions associated with
water services-related electricity consumption.
> The use of slightly different average vehicle fuel
economy factors for calculating GHG displacement.
> The use of slightly different emission factors for
CH4 and N2O emissions for GHG displacement
calculations.
> Potential over-counting of emissions from gasoline
and diesel consumption of Metro’s non-revenue
vehicles.
> Over-counting of emissions from refrigerants;
VSHFLoFDOO\WKHUHIULJHUDQW5DOVRNQRZQDV
HCFC-22. R-22 is an ozone-depleting substance and
is not required to be reported as a GHG because it
is regulated by a different environmental standard.
,QVRPHVSHFLoFDUHDV*+*PHWKRGRORJ\XVHGLQ
this 2015 report differs slightly from previous years.
The GHG calculations included some new data
sources that may not have been included in previous
\HDUV6SHFLoFDOO\*+*HPLVVLRQVIURPUHIULJHUDQW
FRQVXPSWLRQLQYHKLFOHVZHUHTXDQWLoHGLQWKH
data; whereas in past years, this source of emissions
was not included. Furthermore, the 2014 calculations
used the updated GWP values for refrigerants as per
new guidance from the Climate Registry and updated
GWP values for methane and nitrous oxide as per
2014 U.S. Environmental Protection Agency (EPA)
guidance. For comparison purposes, the emissions
from refrigerants in last year’s 2014 Metro Energy
and Resource Report were updated with the new
GWP values to identify the main drivers of change in
refrigerant emissions from 2013 to 2014. However,
it should be noted that the GWP values in the
inventories prior to 2013 have not been updated.
REPORTING METHODOLOGY
Major facilities at Metro help support Metro’s delivery
of transit services to Los Angeles County. At the
same time, they also account for a large portion of
Metro’s overall environmental and resource footprint.
Measuring Metro’s sustainability performance at the
major facility level in terms of water and electricity has
been included in Metro’s annual sustainability report
for the last few years. Sustainability performance
DQGDQHIoFLHQF\FRPSDULVRQDQDO\VLVKDYHEHHQ
expanded in this report by major facilities (divisions)
for all metrics with available data. This division-level
performance measurement and analysis tie the
SHUIRUPDQFHRIDGLYLVLRQ
VRSHUDWLRQWRLWVIXOoOOPHQW
of sustainability goals and objectives.
> Omissions of CH4 and N2O emissions from
0HWURRZQHGUHYHQXHJHQHUDWLQJYHKLFOHpHHW
Metro’s 2015 Energy and Resource Report
DIVISION-LEVEL ANALYSIS
28
Metro’s 2015 Energy and Resource Report
REPORTING METHODOLOGY
The GHG methodology also included some new
assumptions to comprehensively account for
emissions from all relevant sources. For example,
in the category of contracted bus services, the
data received from one of Metro’s contractors,
Southland Transit, Inc. (STI), only included
information on vehicle miles traveled and not fuel
consumption. To account for emissions from fuel
consumption, average fuel economies for the bus
W\SHVLQ67,
VpHHWZHUHFDOFXODWHGDQGXVHGWR
estimate fuel consumption by dividing the vehicle
miles traveled by the average fuel economies. For
comparison purposes, the emissions from STI’s fuel
consumption in last year’s 2014 report were updated
to allow for a more accurate understanding of the
trend in emissions from contracted bus services
between 2013 and 2014.
A NOTE ON THE DATA
Analyzing the environmental performance of an
agency as large and complex as Metro involves
the collection of large amounts of data from many
sources. The best data available as of April 2015
that provided an accurate analysis of the agency’s
performance were used for this report. However, the
following data inconsistencies were encountered that
should be addressed in future reports:
> Limited Sub-meter Program: Because a few of
Metro’s current utility meters monitor several
buildings within a division (for example), it
LVGLIoFXOWWRDFFXUDWHO\LGHQWLI\WKHVRXUFHRI
increasing or decreasing energy usage within
DVSHFLoFGLYLVLRQ6XEPHWHUVDUHFXUUHQWO\
being installed at a number of divisions so more
accurate data will be available for subsequent
reports.
> Meter Discrepancies: Water billing and electricity
use were provided by meter address, which does
QRWDOZD\VPDWFKWRDVSHFLoFGLYLVLRQPDMRU
facility. Metro’s sub-meter program is actively
characterizing and inventorying all utility meters
IRUPRUHDFFXUDWHUHSRUWLQJDQGYHULoFDWLRQ
This report distinguishes four types of major
facilities based on functionality and operations:
rail yards, bus divisions, other maintenance, and
29
Metro’s 2015 Energy and Resource Report
REPORTING METHODOLOGY
administrative buildings. A total of 21 locations are
considered as major facilities including Divisions
1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 15, 18, 20, 21, 22, 30,
34, 60, 66, and 99.
> Reconciled Missing Data: In the 2014 report, water
and facility electricity consumption and cost data
for some of 2013 were based on a projection due
to missing Los Angeles Department of Water
and Power (LADWP) data. For the 2015 report,
the missing LADWP data were made available
DQGWKHGDWDUHFRQFLOHGWRUHpHFWDFWXDO
consumption. Therefore, the 2015 report includes
reconciled 2013 consumption data, rather than the
projections used last year. It should be noted that
while the projections for the missing water and
facility electricity consumption data varied from
the actual data, the margin of error was minor. The
2013 projected water use was 1.9% less than the
actual water use. Additionally, the projected water
cost was 2.1% less than the actual water cost. For
facility electricity, the 2013 projected electricity use
was 3% less than the actual electricity use, and the
projected electricity cost was 4.1% less than actual
electricity cost.
> Other Providers: Prior to 2012, only water data
from Metro’s main water supplier, LADWP, were
analyzed. Beginning in 2012, water consumption
data included LADWP and other providers, which
include Pasadena Water and Power (PWP),
California Water Services, Park Water Company,
Golden State Water Company, and other municipal
providers.
> New Transit Category - Rapid Bus: A new transit
category of Rapid Bus was included in the
National Transit Database (NTD) data beginning
LQ7KLVUHpHFWVWKHUHFHQWO\DGGHG2UDQJH
Line Extension with dedicated busway offering
improvements to north-south mobility in the
western San Fernando Valley and connecting
the Orange Line with Amtrak and Metrolink. In
DGGLWLRQ17'GDWDDUHUHSRUWHGRQDoVFDO\HDU
basis instead of a calendar year.
> All dollars presented in this report are 2014 U.S.
dollars, unless otherwise noted.
ACCOMPLISHMENTS
Throughout 2014, Metro actively pursued sustainable programs,
strategies, and action items consistent with the City of Los
Angeles’ Sustainability City pLAn in an effort to maximize
WUDQVSRUWDWLRQVHUYLFHHIoFLHQF\DFFHVVVDIHW\DQGSHUIRUPDQFH
while minimizing energy use, consumption, pollution, and the
generation of GHG and other waste. Those efforts are discussed
by indicator area, along with the sustainable strategies that
were recommended in the previous sustainability report and the
accomplishments achieved in 2014. Many sustainable strategies
are considered relevant and ongoing; therefore, they are carried
forward on an annual basis. Each accomplishment is a validation of
0HWUR
VFRPPLWPHQWWRLQFUHDVLQJWKHLUVXVWDLQDELOLW\HIoFLHQF\
and environmental performance. Nine key accomplishment areas
for 2014 are summarized below. More details on the programs
DQGVSHFLoFVWUDWHJLHVLPSOHPHQWHGDQGDFFRPSOLVKHGLQDUH
itemized in the chapters corresponding to the indicator topics.
32
Metro’s 2015 Energy and Resource Report
KEY ACCOMPLISHMENT AREA 1: CONTINUED
CAPITAL IMPROVEMENT PROJECTS
The development of new facilities allows for the
opportunity to implement sustainable systems
within the project design. Three new facilities
are expected to be completed in 2015 and 2016
that incorporate sustainable elements, such as a
green roof and a rainwater capture cistern. Metro
continues to support sustainable planning, design,
and construction of the following capital projects:
ACCOMPLISHMENTS
> Division 13 – New Bus Maintenance Division
> Expo Yard – Rail Maintenance Facility in
conjunction with Expo Line Phase 2
> Monrovia Yard – Rail Maintenance Facility for
Foothill Extension
KEY ACCOMPLISHMENT AREA 2:
ENVIRONMENTAL MANAGEMENT SYSTEM AND
ISO 14001 CERTIFICATION
Subsequent to receiving Platinum recognition from
APTA for leadership in sustainability as a signatory
of the APTA Sustainability Commitment in 2012,
Metro continues to strive for higher standards in all
aspects of its operations. In 2014, Metro continued
to implement their agency-wide EMS, with the goal
that all Metro facilities be enrolled in the program by
2016. This program offers a continual improvement
process that engages operational activities at all levels
to identify best practices and strategies in reducing
HQYLURQPHQWDOLPSDFW.H\EHQHoWVRIWKLVLQLWLDWLYH
include improved environmental compliance at
the operational facilities level; improved employee
awareness of sustainability issues and resource
conservation needs; shared best practices; and access
to additional resources to support innovative capital
projects as pilot efforts.
With the continued implementation of EMS, key
Metro facilities are being selected to comply with
,62&HUWLoFDWLRQUHTXLUHPHQWV$VDSLORWVLWH
Division 20 and Location 61 (Red Line Yard) received
,62 &HUWLoFDWLRQLQ7KHSURJUDP
has since expanded to several more facilities including
Divisions 3, 5, 7, 9, and 10 (bus facilities); Location 30
Central Maintenance Facility (CMF); Division 11 (Blue
Line Yard); Division 21 (Gold Line Yard); and Division
22 (Green Line Yard). Metro continues to implement
an aggressive schedule of enrolling the remaining bus
and rail divisions by 2016.
KEY ACCOMPLISHMENT AREA 3: INSTALLATION
OF SUB-METERING SYSTEM, TIMERS, AND
OTHER AUTO-CONTROL SYSTEMS
In 2014, additional practices and measures were
implemented at the facility level to better understand
WKHVSHFLoFHQHUJ\QHHGVRIWKHIDFLOLW\ZKLOH
addressing environmental awareness and resource
conservation. Sub-metering systems for water and
electricity were installed at Division 20 and Division
21. This accomplishment allows more detailed
tracking and analysis at these major facilities for
improved performance in the future. Sub-meter
design plans have been completed for Divisions 3,
11, 18, 22, and Location 60.
KEY ACCOMPLISHMENT AREA 4:
DEVELOPMENT OF DIVISION-SPECIFIC
PROGRAMS
More customized planning and programming was
developed for major facilities at Metro in 2014.
7KHVSHFLoFIXQFWLRQVRSHUDWLRQVDQGQHHGVDW
the division level were evaluated to ensure that the
programs are appropriate and effective for reducing
UHVRXUFHFRQVXPSWLRQDQGLPSURYLQJHIoFLHQF\
These include:
> A Linear Kinetic Cell technology pilot project
was completed to analyze water reduction
opportunities. Divisions 5 and 18 were selected
as a result of the study to demonstrate the
application of the technology.
> Energy opportunity assessments were completed
at CMF and Divisions 3, 7, 9, 11, 15, and 22.
> $VHULHVRIOLJKWLQJUHWURoWVDQGXSJUDGHVRFFXUUHG
at selected locations, including Divisions 11 and 22.
> Division 3 purchased a storage shed for waste
pXRUHVFHQWOLJKWWXEHVWRVWRUHQHZDQGZDVWHOLJKW
WXEHVVHSDUDWHO\DQGPRUHHIoFLHQWO\PDQDJH
their waste.
33
Metro’s 2015 Energy and Resource Report
ACCOMPLISHMENTS
KEY ACCOMPLISHMENT AREA 5:
IDENTIFICATION AND CAPTURE OF
RENEWABLE ENERGY OPPORTUNITIES
To further offset emissions associated with energy
use, Metro continues to implement comprehensive
HQHUJ\HIoFLHQF\XSJUDGHVLQFOXGLQJOLJKWLQJDQG
heating, ventilation, and air conditioning (HVAC)
upgrades, and renewable energy installations at
multiple bus and rail divisions. A scope of work was
developed for the solicitation of a PV Power Purchase
Agreement (PPA) Provider for a bundled solar power
project at Divisions 9, 11, and 22 and the Expo Yard.
Metro is also currently exploring the feasibility of
constructing a structure over selected bus division
yards for the installation of PV panels, lighting, and
to provide shade for the buses. In addition, lighting
UHWURoWVZHUHFRPSOHWHGDW'LYLVLRQVDQG
which involved installing light-emitting diods (LED)
lights in rail tunnels.
Metro completed the installation of the Wayside
Energy Storage Substation (WESS) along the Red
/LQHDWWKH:HVWODNH0F$UWKXU3DUN6WDWLRQ:(66
XVHVp\ZKHHOWHFKQRORJ\WRKROGHQHUJ\DQGFRQYHUW
it to electric power through the use of a high speed
electric motor or generator. This regenerative
technology allows the Red Line to store the energy it
generates when the train decelerates and redistribute
it for use when the train accelerates. With the
success of the Red Line WESS, Metro plans to install
another substation along the Gold Line for additional
renewable energy opportunities.
Metro staff continued to pursue the procurement
of biomethane after Board direction in May
2014. Procurement is underway and expected
to be completed in fall 2015. The Biomethane
Implementation Plan, originally approved by the
Metro Board in June 2013, outlines strategies to
transition to renewable natural gas that is made
ZLWKWKHVDPHIXHOVSHFLoFDWLRQVDV&1*ZKLFKLV
FXUUHQWO\XVHGWRIXHOWKH0HWUREXVpHHW%HFDXVH
ELRPHWKDQHFRPHVIURPODQGoOOVGDLU\GLJHVWHUV
and wastewater treatment plants, Metro can
VLJQLoFDQWO\UHGXFHWKHFDUERQIRRWSULQWRILWVWUDQVLW
operations with no operational changes.
KEY ACCOMPLISHMENT AREA 6: INCREASED
LEED-CERTIFIED FACILITIES
Metro continues to pursue LEED recognition for
additional buildings within the current portfolio.
In 2014, Metro successfully obtained LEED Silver
&HUWLoFDWLRQDW'LYLVLRQ
34
Metro’s 2015 Energy and Resource Report
ACCOMPLISHMENTS
Additionally, the process has been initiated to
pursue LEED For Existing Buildings, Operations
DQG0DLQWHQDQFH /(('(%20 &HUWLoFDWLRQDW
Divisions 7 and 30. The soon-to-be completed Gold
Line Operations Campus also includes sustainability
features that will qualify the building for future LEED
*ROG&HUWLoFDWLRQ
KEY ACCOMPLISHMENT AREA 7: ENHANCED
OUTREACH PROGRAMS AND AWARENESS
EDUCATION
Metro recognizes the importance of education
and awareness building amongst all employees to
develop a more sustainable practice in the long term.
As part of this effort, Metro conducted 29 Energy
and Water Conservation Awareness and Recycling
trainings throughout the year. As a result, over 725
staff members were trained. Staff also participated in
programs such as the Air Resources Board’s (ARB)
Low Carbon Fuel Standard (LCFS) program. This
UHVXOWHGLQWKHoUVWHYHU/&)6FUHGLWWUDQVDFWLRQ
which deposited funds into the newly created
“Green Fund.” The Green Fund promotes long-term
maintenance of sustainability-related assets. It is
Metro’s goal to continue to optimize the revenue
from LCFS credits through sales.
Innovative, technology-based sustainability solutions
may create a need for education and training.
In 2014, a training course on PV preventative
PDLQWHQDQFHZDVGHYHORSHGVSHFLoFDOO\IRU0HWUR
V
facilities maintenance crews and electricians. The
course covered the history and theory of PV, safety,
and the newly developed preventative maintenance
plan. Two instruction sessions and on-site rooftop
visits were given. This training was rolled into the ETI
program, which houses all EMS course modules.
KEY ACCOMPLISHMENT AREA 8: ENHANCED
WASTE MANAGEMENT PROGRAM
Metro continues to focus on reducing its chemical,
non-hazardous liquid, oil usage, and associated
waste. In 2014, Metro completed the procurement
of coolant recovery systems at all bus divisions.
This system now allows bus facilities to reuse the
anti-freeze from buses. The coolant recovery system
FRQVLVWVRIUHPRYLQJFRQWDPLQDQWVWKURXJKoOWUDWLRQ
and restoring the coolant’s properties with additives.
The implemented coolant recovery system not only
reduces the cost of purchasing new coolant, but
ultimately conserves resources.
In addition, Metro completed solid waste and
recycling audits at eight major facilities to better
understand Metro’s waste production and diversion
rates. As a result, multiple divisions have acquired a
cardboard compactor, while others, such as Division
7, recycle ferrous and nonferrous metals. The
monthly diversion reports and rate sheets provided
35
Metro’s 2015 Energy and Resource Report
KEY ACCOMPLISHMENT AREA 9: PILOT
SUSTAINABILITY DEMONSTRATION
PROJECTS
Innovation and new technology breakthroughs
continue to push for increased sustainability
achievements. As a leader in sustainability amongst
transportation agencies nationwide, Metro is
proactively working with professionals and specialists
WRoQGRSSRUWXQLWLHVIRUQHZSLORWSURMHFWV,Q
Metro established an alternate bus washing schedule
pilot program at Divisions 8 and 15. The program
involves washing buses every other day rather than
daily. Water reductions have already been recognized
and, as a result, the program has been rolled out to all
bus divisions. Metro will implement the program at all
rail yards in the future.
Beginning in 2013, a lighting pilot project was
LQWURGXFHGWRWKHWKpRRURI0HWUR+HDGTXDUWHUV
The pilot program involved monitoring electrical
consumption with sub-meters as various types of LED
SURGXFWVZHUHLQVWDOOHGWKURXJKRXWWKHpRRU'DWD
from the sub-meters revealed a reduction in energy
consumption by up to 51% from the baseline. In
addition, qualitative surveys were completed by Metro
employees and 90% of respondents preferred the
QHZo[WXUHV+RZHYHUWKLVHQHUJ\UHGXFWLRQYDULHG
which reinforces the need for integrated lighting
FRQWUROVLQDGGLWLRQWRHQHUJ\HIoFLHQWOLJKWo[WXUHV
These lessons have been incorporated into the current
project to replace the entire building’s lighting system.
As global discussions of climate change impacts
evolve, improving the resilience of critical
infrastructure has moved to the forefront of Metro’s
priorities. In 2014, Metro began developing a
resiliency indicator framework to calculate asset
resilience. In coordination with internal stakeholders
such as Corporate Safety and Risk Management,
3ODQQLQJDQG2SHUDWLRQVWKHPHWULFVZHUHUHoQHG
WRUHpHFW0HWURUHOHYDQWQHHGVDQGYXOQHUDELOLWLHV
Then, the framework was tested with a variety of
FDVHVWXGLHVUHpHFWLQJVRPHRI0HWUR
VPRVW
critical or obvious vulnerabilities, in order to verify
the framework’s consistency and dependability
DFURVV0HWUR
VDVVHWV7KHoQDOUHVLOLHQF\LQGLFDWRU
framework tool contains two dimensions, technical
and organization, which include roughly 60 indicators.
The resiliency indicator framework can be utilized to
evaluate the physical ability of the system to perform,
or the overall ability of the organization to take actions
in preparation for or in response to a hazard event.
ACCOMPLISHMENTS
by the contractor allow Metro to effectively manage
data. Metro can now measure how much waste is
produced agency-wide, analyze what programs work
and which need improvement, and set targets for the
agency to reduce its consumption of products and
natural resources. As an ongoing effort, Metro plans
to complete waste and recycling audits at all bus and
rail divisions to explore additional opportunities to
LPSURYHODQGoOOGLYHUVLRQUDWHV
36
CASE STUDY
Metro’s 2015 Energy and Resource Report
METRO RAIL’S GOLD LINE
OPERATIONS CAMPUS
ACCOMPLISHMENTS
The Gold Line Operations Campus is being built
as part of the 11.5-mile Metro Gold Line Foothill
Extension project. The campus is located on 24 acres
of land in the City of Monrovia and is expected to
house 84 light rail vehicles. The Operations Campus
will provide full maintenance and operational
support for the Gold Line and other Metro Rail
light rail lines. The $265 million project includes
sustainability features that will qualify it for future
/(('*ROG&HUWLoFDWLRQLQFOXGLQJDN:VRODU
panel array that will generate an average of 22,000
kilowatt hours (kWh) of electricity a month. In
addition, drought-tolerant landscape and smart
technologies will reduce water used for irrigation by
ZKLOHDQHZVWRUPZDWHUFROOHFWLRQDQGoOWUDWLRQ
system will capture and treat up to 112,000 gallons
of rainfall. Once completed and operational, these
sustainability features are expected to reduce energy
consumption by 32.5% and reduce water usage by
35% when compared to a traditional facility of its
size. The Operations Campus is expected to be
completed by the Gold Line Foothill Construction
Authority and turned over to Metro in summer 2015.
37
Metro’s 2015 Energy and Resource Report
ACCOMPLISHMENTS
HOW DID WE DO?
Metro’s environmental performance throughout 2014 is
assessed by our performance in each indicator area. This
analysis provides Metro the data to track progress from year
to year, as well as to set new targets, establish strategies, and
recommend goals for future years. Each indicator section presents
accomplishments achieved in 2014 followed by general indicator
information. Annual performance data are also described and
presented graphically. Finally, next steps are provided for future
implementation.
40
HOW DID WE DO?
VEHICLE MILES TRAVELED
PER CAPITA
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
41
Metro’s 2015 Energy and Resource Report
VMT has been on a downward trend since 2007,
despite the increasing population. This reduction in
VMT per capita is attributable to a number of factors,
including Metro’s increased focus on improving
WUDQVLWVHUYLFHHIoFLHQF\DQGFRQYHQLHQFH7KH
provision of transit services allows for increased
opportunities for mobility and accessibility for the
general public, while also offering alternative transit
options for single-occupant vehicle drivers.
1. 2014 data are currently unavailable.
Figure 2: Annual VMT Per Capita VS Growth
Population1
9,000
10.0
8,600
9.9
8,400
9.8
8,200
9.7
8,000
9.6
7,800
7,600
9.5
Annual VMT per Capita
LA County Population
LA County Population (millions of people)
10.1
8,800
VehicleMiles7UDYHOHGperCapita
According to the State Department of Finance’s
adjusted annual population estimate, the total
population of Los Angeles County increased 2.3%
between 2003 and 2013, from 9.79 million to 10.0
million. According to the Highway Performance
Monitoring System (HPMS) California Public Road
Data, 218.7 million vehicle miles were traveled
daily in 2003 within Los Angeles County, which
decreased to 215.8 million in 2013.1 This constitutes
a 1.3% decrease in VMT compared to a 2.3% total
population growth over the past 10 years. The VMT
per 1,000 capita decreased from 8,152 in 2003 to
7,867 in 2013 (Figure 2).
HOW DID WE DO?
OVERALL PERFORMANCE
42
HOW DID WE DO?
UNLINKED
PASSENGER TRIPS
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
43
Metro’s 2015 Energy and Resource Report
HOW DID WE DO?
Figure 3: Historic Boardings by Transit Mode
OVERALL PERFORMANCE
600
In 2014 Metro experienced a 1.7% decrease in overall
ridership, from approximately 476 million boardings
in 2013 to approximately 468 million boardings
(Figure 3)7KLVFRQVWLWXWHVWKHoUVWGHFOLQHLQ
ridership since 2011. The largest declines in ridership
occurred in Bus Rapid Transit (BRT) and Metrooperated bus service, which experienced ridership
decreases of 4.1% and 2.8%, respectively. Heavy and
light rail experienced slight decreases of 1.6% and
0.9%, respectively.
Non-Metro-operated bus service and vanpool were
the only transit modes that experienced increases in
ridership, growing by 17.4% and 11.9%, respectively
(Table 2). These increases may be correlated to the
decrease in ridership of BRT and rail services, as well
as the expansion of non-Metro-operated bus and
Boardings (Millions)
500
400
300
200
100
0
Vanpool
Rapid Bus
Bus Not Operated by Metro
Bus Operated by Metro
Light Rail
Heavy Rail
vanpool services. Although the ridership decreases
for BRT and rail services can be attributed to a variety
of factors, the recent recovery from the economic
downturn that began in 2008, coupled with lower
Table 2: Historic Boarding by Transit Mode
2007
2008
2009
2010
2011
2012
2013
2014
Heavy Rail
41 M
44 M
47 M
48 M
46 M
48 M
50 M
49 M
Light Rail
41 M
43 M
46 M
46 M
49 M
54 M
64 M
63 M
399 M
374 M
373 M
353 M
344 M
346 M
336 M
327 M
14 M
13 M
13 M
13 M
13 M
14 M
14 M
16 M
-
-
-
-
-
7.8 M
9.1 M
8.7 M
0.1 M
1.8 M
2.5 M
2.7 M
3M
3.4 M
3.6 M
4.1 M
Bus Operated by Metro
Bus Not Operated by Metro
Rapid Bus
Vanpool
M = Million Boardings
44
Figure 4: Boardings by Transit Mode
3%
Bus service remains the dominant transit mode
among Los Angeles County’s transit rider
population, with 73% of transit trips occurring by bus
in 2014 (Figure 4). Similar to last year, heavy rail and
light rail combined account for 24% of total transit
trips.
Vanpool service experienced a 11.9% increase in
ridership, which equates to an average annual
JURZWKRIDSSUR[LPDWHO\RYHUWKHODVWoYH\HDUV
With a 17.4% increase in ridership, non-Metrooperated bus service became the transit service with
the fastest-growing ridership in 2014. This trend
aligns with Metro’s commitment to provide a variety
of transit options, such as the vanpool service and
other purchased transportation options.
BRT service was reported as a separate transit mode
starting in 2012, and showed a 4.1% decrease in
ridership from 2013. Similar to last year, Metrooperated bus service experienced a 2.8% decrease in
ridership in 2014. This trend of shrinking traditional
bus ridership as a portion of Metro’s overall transit
services has been consistent for the last 10 years.
Despite the overall increase in total transit ridership
since 2003, the proportion of the Metro bus services
has dropped 8% during that time period, which
can be attributed to expanded services in rail and
vanpool transit modes.
1%
Heavy Rail
13%
Light Rail
Bus Operated by Metro
Bus Not Operated by
Metro
Rapid Bus
70%
Vanpool
Figure 5: Unlinked Passenger Trip Per Capita VS
Population Growth
60
10.1
50
10.0
40
9.9
30
9.8
20
9.7
10
9.6
0
9.5
Unlinked Passenger Trip per Capita
LA Country Population (millions of people)
HOW DID WE DO?
TRANSIT MODE
2%
10%
The trend for VRH shows an increase of 3.3% from
2013. This constitutes the second consecutive year
RILQFUHDVHVLQ95+7KHPRVWVLJQLoFDQWLQFUHDVHLQ
revenue hours occurred in vanpool and BRT services,
with increases of 12% in 2014 as compared to 2013.
Historically, the trend for VRH has generally followed
the ridership trend. However, the increase in VRH
is not consistent with ridership since ridership
decreased 1.7% in 2014.
Trips per Capita
Metro’s 2015 Energy and Resource Report
gasoline prices, may have played a role in a greater
number of Los Angeles residents driving rather than
using Metro transit services.
LA County Population
UNLINKED PASSENGER TRIPS
PER CAPITA
Historically, data for unlinked passenger trips per
capita show that ridership increased rapidly despite
the decrease in regional population between 2005
and 2007. More recently, unlinked passenger trips
per capita show that ridership decreased despite the
increase in regional population between 2009 and
2011, and again between 2013 and 2014. Overall,
ridership per capita has remained steady at 46 to 48
WULSVSHUFDSLWDRYHUWKHODVWoYH\HDUVGHVSLWHWKH
2% population growth pace since 2010 (Figure 5).
45
CASE STUDY
Metro’s 2015 Energy and Resource Report
“GO METRO
TO FARMERS’
MARKET”
CAMPAIGN:
FARMERS’
MARKET
UPDATE
HOW DID WE DO?
ACTION
After last year’s kick-off of
Metro’s Blue Line Farmers’
Market, located in the MLK
Transit Center adjacent to the
Compton Station, Metro seeks to
further expand its involvement in
providing access to fresh, healthy
food along its transit systems.
In preparation for the Blue Line Farmers’ Market, Metro conducted a
survey of active, existing farmers’ markets. It became apparent that an
abundance of farmers’ market options existed throughout Los Angeles.
7KXV0HWURLGHQWLoHGPDUNHWVZLWKLQZDONLQJGLVWDQFH PL IURP
Metro rail stations in order to bridge the gap between fresh food
resources and transit mobility.
OUTCOME
CHALLENGE
In 2014, Metro launched the “Go Metro to
Farmers’ Markets” website. The interactive map
on the website allows users to pick the market
closest to their station of choice. The website
also provides a list of farmers’ markets, and
includes information such as time, seasonal
schedule, location, and directions. The market
list is organized by region and transit line so
that Metro patrons can easily navigate their way
to these markets. Through this initiative, Metro
connects its riders to fresh, healthy food options
while also promoting sustainable transportation.
The website can be visited at PHWURQHWULGLQJ
IDUPHUVPDUNHWV.
46
HOW DID WE DO?
OPERATING EXPENSES
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
47
96
390
94
380
92
370
90
360
88
350
86
340
84
330
82
320
80
310
78
Boardings per $1,000
Revenue Miles per $1,000
Boardings per $1,000
400
Revenue Miles per $1,000
Figure 7: Boardings by Transit Mode
3%
2%
1%
10%
Heavy Rail
13%
Light Rail
Bus Operated by Metro
Bus Not Operated by
Metro
Rapid Bus
OVERALL PERFORMANCE
70%
In 2014, overall boarding for all transit modes
decreased 1.7% and overall PMT increased 1.5%
from 2013. In 2014, Metro’s operating expenses
were approximately $2.93 per boarding, which
represents a 3.5% increase (10 cents) from 2013 after
DGMXVWLQJIRULQpDWLRQ0HWUR
VRSHUDWLQJH[SHQVHV
were approximately $10.73 per revenue mile, which
represents a 1% decrease (9 cents) from 2013.
Overall, the number of boardings per $1,000 of
operating expenses has decreased since 2012,
UHVXOWLQJLQDUHGXFWLRQLQRSHUDWLQJH[SHQVHHIoFLHQF\
per boarding (Figure 6). However, the operating
H[SHQVHHIoFLHQF\SHUUHYHQXHPLOHKDVUHPDLQHG
steady since 2008 at approximately 93 revenue miles
per $1,000.
Over 68% of Metro’s operating expenses were spent
on bus service, which accounted for 73% of Metro’s
total ridership in 2014 (Figure 7 and Figure 8). In
2012, a new category was added for Metro-operated
BRT, which constitutes approximately 2% of the
1. Metro 2009 Long Range Transportation Plan.
Vanpool
Figure 8: Operating Expenses by Transit Mode
2%
3%
1%
Heavy Rail
10%
Light Rail
19%
Bus Operated by Metro
Bus Not Operated by
Metro
Rapid Bus
65%
Vanpool
overall boarding and operating expenses. Light rail
continues to be the only transit mode whose portion
of ridership contribution is less than its portion of
operating expenses.
HOW DID WE DO?
As a key component of the sustainability triple bottom
line (economic, environmental, and social), operating
H[SHQVHVDQGHIoFLHQF\DUHLPSRUWDQWLQGLFDWRUVWKDW
UHpHFWWKHDJHQF\
VHFRQRPLFVXVWDLQDELOLW\JRDOV
This section analyzes the trend of Metro’s overall
RSHUDWLQJFRVWVDQGHIoFLHQF\IRUHDFKWUDQVLWPRGHLQ
2014 compared to previous years.
Figure 6: +LVWRULF2SHUDWLQJ([SHQVH(IoFLHQF\
Metro’s 2015 Energy and Resource Report
As one of the largest transportation agencies in
the country, Metro is dedicated to the continuous
GHYHORSPHQWRIDQHIoFLHQWDQGHIIHFWLYH
transportation system for Los Angeles County.
There are approximately 10 million residents in Los
Angeles County today, and it is expected to grow
to 13.1 million by 2040.1 To meet the demand of a
growing community, Metro aims to add and improve
transportation amenities throughout the County
to increase boarding and passenger miles, while
committing to reduce associated GHG emissions and
recycle internal waste streams.
48
Bus Service
In 2014, Metro-operated bus service had
approximately 366 boardings per $1,000 operating
cost, which is approximately 5 less boardings than in
2013, but 8 more boardings than in 2010 (Figure 9).
In 2014, non-Metro-operated bus had approximately
402 boardings per $1,000 operating cost, which is
44 more boardings than in 2013, a 12% increase in
HIoFLHQF\$GGLWLRQDOO\LQQRQ0HWURRSHUDWHG
bus experienced its highest number of boardings per
$1,000 operating cost since 2002. This coincides
with the 17% increase in non-Metro operated bus
ridership from 2013 to 2014.
Figure 9: Boardings Per $1,000 Operating Cost
500
400
Boardings
Metro’s 2015 Energy and Resource Report
600
300
200
100
0
HOW DID WE DO?
Heavy Rail
Light Rail
Bus Operated by Metro
Bus Not Operated by Metro
Rapid Bus
Vanpool
In terms of revenue miles per operating cost, there
were 76 revenue miles traveled per $1,000 operating
cost, which is a slight increase from 2013 at 75
revenue miles (Figure 10). Non-Metro-operated bus
experienced a decrease in revenue miles traveled
per operating cost at 136 revenue miles per $1,000
operating cost in 2014 compared to 142 revenue
miles in 2013.
250
2,500
200
2,000
150
1,500
100
1,000
50
Boardings (Vanpool)
Boardings (non-Vanpool)
Figure 10: Revenue Miles Per $1,000 Operating
Cost
500
0
0
Heavy Rail
Light Rail
Bus Operated by Metro
Bus Not Operated by Metro
Rapid Bus
Vanpool
HEAVY RAIL
EXPERIENCED
A SIGNIFICANT
INCREASE OF 12.9%
IN OPERATING
EFFICIENCY IN
2014.
Light Rail
Boardings per operating expense for light rail
decreased to 244 boardings in 2014 compared to
267 boardings in 2013 (Figure 9). This 8% decrease
LQHIoFLHQF\IURPWRFRQWUDVWVZLWKWKH
LPSURYHPHQWLQHIoFLHQF\WKDWRFFXUUHGIURP
to 2013. This may be attributed to the increasing
costs of operation coupled with a decrease in light
rail ridership (approximately 600,000 less boardings
than 2013). In terms of revenue miles, there were
approximately 54 revenue miles per $1,000 operating
expense in 2014 compared to 55 boardings in 2013.
The slight decrease in revenue miles represent a 3%
GHFUHDVHLQHIoFLHQF\FRPSDUHGWR(Figure 10).
Heavy Rail
Historically, boardings per operating expense for
KHDY\UDLOKDYHpXFWXDWHGDURXQGDSSUR[LPDWHO\
400 boardings per $1,000 operating cost, while
experiencing decreases each year since 2010.
However, in 2014, boarding per operating expense
H[SHULHQFHGDPRUHVLJQLoFDQWGHFUHDVHRI
from 2013. There were approximately 369 boardings
per $1,000 operating expense in 2014, which is a
decrease from 416 boardings in 2013 (Figure 9). In
terms of revenue miles, there were approximately 53
revenue miles traveled for every $1,000 operating
cost (Figure 10). This is an 8% decrease from 2013,
49
$20
3.5
$18
$16
3.0
$14
2.5
$12
2.0
$10
1.5
$8
$6
1.0
$4
0.5
$2
0.0
$0
Boarding
Vanpool Operating Expenses
Figure 12: Passenger Miles Traveled per Trip
50
43.7
45
40
Miles per Trip
35
30
25
20
15
10
5.2
6.5
4.2
5
4.8
6.5
0
Heavy Rail
Light Rail
Bus Operated
Bus Not
by Metro
Operated by
Metro
Rapid Bus
Vanpool
Figure 13: Operating Expenses per Passenger
Miles Traveled by Mode
$0.70
0.62
0.66
$0.60
0.52
0.52
2014 Dollars
Vanpool
The vanpool operating cost data continue to validate
that vanpool services are an effective transit mode
for serving a longer distance radius, especially for
areas that are underserved by more conventional
transit modes. Metro started its vanpool services in
2007 and, after the initial startup period, the overall
operating expenses have steadily increased along with
the number of boardings (Figure 11). Boardings per
$1,000 operating expense had steadily decreased up
until 2014 when vanpool boardings experienced a 4%
increase from 223 boardings in 2013 to 231 boardings
in 2014 (Figure 9). Overall, compared to other modes,
vanpool operating cost per boarding is 58% more
expensive than Metro-operated bus service and 6%
more expensive than light rail service. However, when
capturing PMT, vanpool becomes a much more
effective means of travel. In 2014, PMT for vanpool
was approximately 44 miles compared to other transit
modes that ranged from 4.2 miles to 6.5 miles per trip
(Figure 12). This results in a very low operation cost per
revenue mile at $0.56.
0.46
$0.50
$0.40
$0.30
$0.20
Therefore, operating expenses for PMT show that the
YDQSRROSURJUDPLVDVLJQLoFDQWO\FKHDSHURSWLRQ
(10 cents per PMT) than other transit modes (Figure
13). As a sustainable travel option compared to single
occupant vehicles, the vanpool program plays a key role
LQUHGXFLQJWUDIoFDQGDVVRFLDWHG*+*HPLVVLRQV
0.10
$0.10
$0.00
Heavy Rail
Light Rail
Bus Operated Bus Not
by Metro
Operated by
Metro
Rapid Bus
2014 Dollars in Millions
Millions of Boardings
4.0
HOW DID WE DO?
Rapid Bus
As a new transit category item beginning in 2012,
Metro-operated Rapid Bus constitutes approximately
2% of overall boarding and expenses. In general, the
number of boardings per $1,000 operating cost is
comparable to the overall bus service provided by
Metro. In 2014, boardings per operating expense
decreased 9% compared to 2013, leading to a
GHFUHDVHLQHIoFLHQF\(Figure 9). Similarly, revenue
miles traveled per $1,000 operating expense slightly
decrease by 1% compared to 2013, leading to a
GHFUHDVHLQHIoFLHQF\(Figure 10). These decreases in
HIoFLHQF\PD\EHDWWULEXWHGWRH[SHFWHGpXFWXDWLRQV
in ridership in the beginning years of a new transit
mode. Therefore, additional time is needed to
establish a trend.
Figure 11: Vanpool Ridership and Operating
Expenses
Metro’s 2015 Energy and Resource Report
which experienced 58 revenue miles traveled. This
may be attributed to the steady costs of operation
coupled with a 2% decrease in heavy rail ridership in
2014.
Vanpool
50
HOW DID WE DO?
WATER USE
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
51
Figure 14: Metro Water Supply Source
One of the key elements of Metro’s MSIP is to reduce
ZDWHUFRQVXPSWLRQDQGLPSURYHHIoFLHQF\ZKLOH
continuing to provide transit services to local residents.
Metro’s overall water consumption in 2014 decreased,
which may be attributed to the implementation of
effective water saving programs, such as the alternate
bus washing schedule pilot project.
16%
LADWP
Other Providers
84%
IN 2014, METRO’S
OVERALL WATER
CONSUMPTION
EXPERIENCED
A SIGNIFICANT
DECREASE OF 28%.
450
400
350
Gallons (millions)
It is worth noting that 2014 is the third year that other
providers (in addition to LADWP) were included
and analyzed in this report. Compared to 2013, total
/$':3VXSSO\GHFUHDVHGE\ZKLFKLVDVLJQLoFDQW
reduction in comparison to the 17% increase in
LADWP supply that occurred from 2012 to 2013. Other
providers combined showed a 20% decrease in water
VXSSO\LQDVLJQLoFDQWUHGXFWLRQLQFRPSDULVRQ
to the 8% increase from 2012 to 2013 (Figure 15).
These decreases in water demand may be attributed
WRWKHGHFUHDVHLQ0HWUR
VpHHWVL]HDVZHOODVZDWHU
conservation efforts.
Figure 15: Historic Total Water Supply1
300
250
200
150
100
50
0
Water Supplied by LADWP
ACCOMPLISHMENTS
> Implemented an alternate bus washing
schedule at all divisions to reduce water
consumption. The program requires bus
washing to occur every other day rather than
daily.
> Analyzed water reduction opportunities using
Linear Kinetic Cell technology to reduce water
consumption and cost savings.
> The new Division 13 facility, to be completed
in late 2015, incorporates water conservation
elements, such as a water-efficient irrigation
system and a 275,000 gallon underground
cistern to capture and recycle rainwater.
1. Beginning in 2012, water consumption data included LADWP and the category Other Providers. The other providers included PWP,
California Water Services, Park Water Company, Golden State Water Company, and other municipal providers.
HOW DID WE DO?
In 2014, Metro operations consumed approximately
PLOOLRQJDOORQVRIZDWHUDVLJQLoFDQWGHFUHDVHRI
28.1% from 2013. Daily water use includes bus and
rail car washing, maintenance operations, daily water
use by employees, and facility landscape irrigation.
Similar to previous years, 84% of the water consumed
by Metro was provided by LADWP, with the remaining
16% supplied by PWP, California Water Services, Park
Water Company, Golden State Water Company, and
other municipal providers (Figure 14).
Metro’s 2015 Energy and Resource Report
DATA AND ANALYSIS
52
$3.00
$2.50
2014 Dollars in Millions
Metro’s 2015 Energy and Resource Report
Due to the reduction in water use, the associated
water costs also decreased by approximately 22%,
from $2.76 million in 2013 to $2.15 million in 2014,
DIWHUDGMXVWPHQWIRULQpDWLRQ(Figure 16). In terms
of average water unit cost, there was a 44 cent per
1,000 gallon increase for total water consumed
in 2014 compared to the previous year, which
represents a rate increase of 6.5% (Figure 17). It is
worth noting that beginning in 2013, sewer costs
were separated out from the overall water bills to
increase the accuracy of reporting. This may account
for the increase in average water unit cost.
Figure 16: Historic Water Cost
$2.00
$1.50
$1.00
$0.50
$0.00
2YHUDOOZDWHUXVHHIoFLHQF\LQFUHDVHGLQGXH
to the decrease in water consumption. In 2014, there
were approximately 1.6 boardings per gallon of water
FRQVXPHGZKLFKLVDLQFUHDVHLQHIoFLHQF\
from approximately 1.1 boardings per gallon in 2013.
Additionally, there were approximately 29 revenue
hours per 1,000 gallons of water consumed in 2014,
ZKLFKLVDLQFUHDVHLQHIoFLHQF\IURPZKHQ
there were approximately 20 revenue hours per 1,000
gallons (Figure 18).
Other Water Cost (2014 $)
Figure 17: Historic Average Water Cost
Average Water Cost (2014 Dollars Per 1,000
Gallons)
10
9
8
7
6
5
4
3
2
MAJOR FACILITIES
1
0
LADWP Water Cost
Metro’s major facilities accounted for approximately
43% of Metro’s overall water footprint in 2014.
Annual water consumption for major facilities
in 2014 was approximately 127 million gallons of
water, of which 96 million gallons were supplied by
LADWP (76%) and 31 million were supplied by other
providers (24%).
Other Providers Water Cost
3.0
60
2.5
50
2.0
40
1.5
30
1.0
20
0.5
10
0.0
0
Boardings per Gallon
Revenue Hours per 1,000 Gallons
Revenue Hours per 1,000 Gallons
Figure 18: :DWHU8VH(IoFLHQF\
Boardings per Gallon
HOW DID WE DO?
LADWP Water Cost (2014 $)
In 2014, the major facilities consumed 41.8 million
gallons less than 2013, which represents a 20%
improvement in water conservation (Figure 19). The
improvement in water conservation may also be
attributed to the proactive conservation programs
and strategies implemented at several key major
divisions. These include the alternate bus washing
schedule; analyzing water reduction opportunities
using new technology to reduce water consumption
and cost savings; and recycling water at the bus
washers. It should be noted that several water
53
300
Gallons (millions)
200
150
100
50
0
Major Facilities Water Use
Other Facilities Water Use
Figure 20: Water Usage by Facility Type
Several major facilities have effectively reduced their
water consumption, with the top three decreases
occurring at Division 9 (59%), Division 3 (51%), and
Division 18 (48%), mainly due to the implementation
of effective water conservation measures and
SURJUDPVDWEXVGLYLVLRQVDQGFKDQJHVLQEXVpHHW
(Figure 21). Other notable decreases include Division
15 (35%) and CMF (34%). The reduction at CMF may
be associated with the removal of landscaping, which
is a large consumer of water. Conversely, Divisions
20 and 22, and Location 66 showed substantial
11%
15%
Rail
9%
Maintenance
Bus
Administrative
65%
Figure 21: Daily Water Use by Major Facilities, 2013 versus 2014
60,000
50,000
Gallons
40,000
30,000
20,000
10,000
0
22
21
20
11
66
Rail
34
4
60
30
6
Maintenance
3
9
Bus
18
8
1
2
15
5
10
7
Administrative
Darker lines represent 2013. Lighter lines represent 2014.
1. Water meters at 900 Lyon Street, 470 Bauchet Street, 800 N Alameda Street, 304 S Santa Fe Avenue, 421 ½ W 37th Place, and 671
Crenshaw Boulevard were closed due to various operational needs such as construction and meter replacement.
99
HOW DID WE DO?
In general, Metro has four types of major facilities
based on functionality and operations: rail yards, bus
divisions, other maintenance, and administrative
buildings. On average, the bus division facilities
(11 locations) consume 64.9% of the overall water
usage, which is more than rail (10.6%), maintenance
(9.1%), and administrative buildings (15.4%) (Figure
20)7KLVSULPDULO\UHpHFWVWKHEXVZDVKLQJQHHGVIRU
0HWURZKLFKKDVRQHRIWKHODUJHVWEXVpHHWVLQWKH
nation. However, due to the alternate bus washing
schedule pilot program, the bus division consumed
27% less water in 2014 than in 2013.
250
Metro’s 2015 Energy and Resource Report
meters associated with major facilities were closed in
2014, which may account for some of the decrease in
water consumption.1
Figure 19: Major Facilities and Other Facilities
Water Use
54
Metro’s 2015 Energy and Resource Report
Figure 22: Average Daily Water Use by Facility
Type
350,000
325,000
300,000
275,000
250,000
Gallons per day
HOW DID WE DO?
increases from 2013 to 2014 at 71%, 90%, and 167%,
respectively. These increases may be due to the
nature of the facilities as Divisions 20 and 22 are
rail yards and Location 66 is a maintenance facility.
Water conservation initiatives implemented thus
far by Metro have focused mainly on bus division
facilities due to the bus divisions being the largest
consumers of water (Figure 22). Although the overall
average daily water consumption of the major
facilities decreased from 2013 to 2014, bus division
facilities experienced a 27% decrease, while rail yards
experienced a 32% increase.
225,000
200,000
175,000
150,000
125,000
100,000
75,000
50,000
25,000
0
Rail
Maintenance
Bus
Administrative
Facility Type
CHANGE ANALYSIS
In terms of expenditures, the 2014 total water cost
decreased 4%, from $994.7 million in 2013 to $951.2
million in 2014. This can be attributed to the 20%
decrease in overall major facilities water use.
An operational change that contributed to a
VLJQLoFDQWGHFUHDVHLQ0HWUR
VRYHUDOOZDWHUXVDJH
was the decrease in both boarding and revenue
miles in 2014. In addition, the alternate bus washing
schedule pilot program further decreased water
consumption.
2013
2014
NEXT STEPS
> Begin installation of recycled water lines along
a portion of the Metro Orange Line.
> Enroll all recycled water projects in the
Recycled Water On-Site Retrofit Rebate
Program.
> Explore water saving strategies at Metro’s
facilities. For instance, a new water
conditioning system using Linear Kinetic Cell
technology is being rolled out at Divisions 5
and 18 in 2015.
55
CASE STUDY
Metro’s 2015 Energy and Resource Report
WATER SAVINGS PILOT PROGRAM:
BUS OPERATIONS
HOW DID WE DO?
ACTION
As Metro continues to expand and enhance its services
throughout Los Angeles County, the agency has
experienced a steady increase in water use over the last
several years. In 2013, Metro consumed over 400 million
gallons of water across the agency at a cost of nearly
$3 million. In light of the current drought and outdoor
urban water reduction mandates from the State and
various municipalities, Metro’s Maintenance Department
implemented a pilot program to accrue savings from
the agency’s largest water consumers: bus operating
divisions. Nearly three-quarters of the agency’s water use
is consumed at bus divisions, with a large majority of this
consumption from bus washing activities.
A water savings pilot program was initiated at Division
8. Division 8 was chosen as the pilot due to the
facility’s supportive management and staff, along with
a readily available sub-meter already installed at the bus
wash, which would facilitate accurate monitoring and
measurement. The pilot program sought to reduce bus
wash water use through a two-pronged approach. First, the
GLYLVLRQFRQYHUWHGIURPDIXOOpHHWGDLO\ZDVKWRDQRGG
even day bus washing schedule. The second component
involved adjusting the bus wash cycle timer to more
DFFXUDWHO\UHpHFWWKHDPRXQWRIWLPHHDFKEXVVSHQGVLQ
the bus wash and reduce any additional water expended
while washing was not taking place. After performing
several tests and observing staff running buses through
the wash, it was determined that no bus remained in the
wash for more than one minute. Thus, this effort reduced
the cycle timer by nearly one minute, down to a 90-second
timer.
OUTCOME
CHALLENGE
Division 8 witnessed a dramatic reduction in its water
use in the last several months of 2014. Between 2013
and 2014, Division 8 experienced a decrease of over 2.5
million gallons, and cost savings upwards of $7,000.
Based on the promising results of the initial pilot
efforts at Division 8, Metro implemented this pilot
agency-wide at all bus operating facilities, beginning
in fall 2014. Based on the last few months in 2014, it
is estimated that Metro accrued approximately 10%
in cost savings by decreasing its water use across all
bus operating facilities by approximately 42%. As the
program is introduced agency-wide, Metro will take
into consideration the unique operating environment,
WKHFDOLEHURIWKHEXVZDVKHTXLSPHQWDQGVSHFLoF
water reduction mandates for each of the divisions to
ensure that this program effectively conserves water.
56
HOW DID WE DO?
ENERGY USE
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
57
Figure 23: Historic Fuel Use, Metro Operated
Vehicles
60
40
30
20
10
0
CNG
Diesel
Gasoline
Figure 24: Total Fuel Cost, Metro Operated, 2014
Dollars
$60
DATA AND ANALYSIS
In 2014, fuel expenditures for Metro-operated bus
services were approximately $33 million, which is a
19% increase from 2013 (Figure 24). This increase is
due to the increase in CNG prices, which accounts for
over 87% of total fuel expenditures for Metro-operated
$40
$30
$20
$10
$0
Figure 25: Historic Price of Fuel
$4.00
$3.50
Price of Fuel ($/GGE)
,Q0HWUR
VYHKLFOHpHHW ZKLFKLQFOXGHVUHYHQXH
and non-revenue vehicles, but does not include
contracted operations) used 40.3 million gasoline
gallon equivalent (GGE) of fuel, which is a slight
decrease of 1% from 2013 (Figure 23). This decrease
may be attributed to the reduced Metro-operated CNG
bus services, since the total revenue miles in 2014
from Metro’s bus operations decreased by 0.3% as
compared to 2013, and the total boardings decreased
by 3%. CNG continues to be the primary fuel type
used by Metro-operated vehicles, accounting for more
than 97% of total fuel used. This is due to Metro’s
HIIRUWVWRWUDQVLWLRQWRD&1*SRZHUHGEXVpHHW
for its directly operated bus services. However, the
CNG consumption for Metro-operated bus services
KDVEHHQGHFUHDVLQJRYHUWKHSDVWoYH\HDUVZLWKD
nearly 19% drop from its peak use in 2008. This may
be attributed to Metro replacing and repowering CNG
buses with the newest technology engines.
CostofFuel PLOOLRQV
$50
$3.00
$2.50
$2.00
$1.50
$1.00
$0.50
$0.00
Diesel ($/GGE)
CNG ($/GGE)
Gasoline ($/GGE)
HOW DID WE DO?
> Metro staff continued to pursue the
procurement of biomethane after Board
direction in May 2014, pursuant to Metro’s
2013 Biomethane Implementation Plan.
Procurement is underway and expected to be
completed in fall 2015. Because biomethane
comes from landfills, dairy digesters, and
wastewater treatment plants, Metro can
significantly reduce the carbon footprint of
its transit operations with no operational
changes.
50
Fuel Use (millions of GGE)
ACCOMPLISHMENTS
Metro’s 2015 Energy and Resource Report
FUEL USE
58
Metro’s 2015 Energy and Resource Report
In addition to Metro-operated vehicles, buses
operated by Metro contractors used an additional
2.5 million GGE of fuel in support of Metro’s transit
VHUYLFHVLQ8QOLNH0HWUR
VGLUHFWpHHWZKLFK
is almost 100% CNG-powered, 37% of the fuel
consumption for Metro-contracted bus services
is from diesel-powered buses, with the remaining
63% being CNG-powered buses. Approximately
9.5
0.18
9.0
0.17
0.16
8.5
0.15
8.0
0.14
7.5
0.13
7.0
0.12
6.5
0.11
6.0
0.10
Bus Boardings per GGE
Revenue Hours per GGE
$4.4 million was spent by the contractors on fuel
costs in 2014, with diesel accounting for 74% of the
FRVWV,QWHUPVRIHIoFLHQF\0HWURFRQWUDFWHGEXV
services used less fuel per boarding in 2014, a 20%
improvement compared to Metro-operated bus
services.
NEXT STEPS
> Continue to transition Metro’s transit bus fleet
to cleaner fuels and more modern technology.
Revenue Hours per GGE
7KHRYHUDOOIXHOXVHHIoFLHQF\IRU0HWURRSHUDWHG
buses in 2014 increased slightly by 0.3% compared to
7KHLQFUHDVLQJHIoFLHQF\RIUHYHQXHKRXUVSHU
GGE has occurred since 2008 (Figure 26). This may
be attributed to Metro’s various efforts to improve bus
HIoFLHQF\DQGKLJKHUPLOHDJHSHUJDOORQSHUIRUPDQFH
VXFKDVUHSODFLQJEXVpHHWEDWWHULHVZLWKDEVRUEHG
glass mat (AGM) batteries to reduce fuel use. The
number of boardings per GGE in 2014 decreased from
the previous year by 4.6% compared to 2013, with
boardings per GGE decreasing from 8.7 to 8.3. This
GHFUHDVHLQHIoFLHQF\ZDVREVHUYHGGHVSLWHDGHFUHDVH
in fuel consumption, partly attributed to the decrease
in overall bus boardings between 2013 and 2014.
Figure 26: )XHO8VH(IoFLHQF\
Bus Boardings per GGE
HOW DID WE DO?
buses. The average price that Metro paid for CNG was
73 cents per therm in 2014, which is a 20% increase
from 2013 at 61 cents per therm. The prices for diesel
and gasoline experienced a 18% and 7% increase in
2014, respectively, from the previous year, which is the
oUVWLQFUHDVHVLQFH(Figure 25).
59
CASE STUDY
Metro’s 2015 Energy and Resource Report
ELECTRIC BUSES
HOW DID WE DO?
ACTION
Los Angeles County ranks among the highest in the nation for
poor air quality, which is largely attributed to GHG emissions
from heavy passenger vehicle use in the region. This has led to
public health and environmental issues throughout the region. To
combat these issues, the region’s principal public transportation
provider, Metro, has pursued a number of technologically driven
environmental initiatives aimed at reducing GHG emissions and
passenger vehicle use. Currently, Metro runs and operates the
FRXQWU\
VODUJHVWpHHWRIFOHDQDLU&1*EXVHV%\VZLWFKLQJIURP
diesel to CNG, Metro avoids emitting nearly 300,000 pounds
of GHG emissions per day, contributing to better regional air
quality. Metro seeks to further reduce its environmental impact by
implementing other advanced technologies that can eliminate the
emissions associated with its massive bus operations.
In a new initiative led by Metro’s
Advanced Transit Vehicle Consortium,
a partnership with the City and County
of Los Angeles and the South Coast
Air Quality Management District
6&$40' oYHORZpRRUEDWWHU\
powered electric buses have been
purchased from BYD Motors and are
being manufactured and tested in Los
Angeles County. The buses are zero
emissions vehicles, holding up to
120 people, with a range of 170 miles
per charge. These new electric buses
will further decrease Metro’s GHG
emissions and make alternative fuel
vehicles even more visible throughout
the region.
NEXT STEPS
CHALLENGE
$VWKHoYHHOHFWULFEXVHVUHDFKWKHoQDOVWDJHVRI
the manufacturing process, Metro is preparing to
test them for a short period of time (15-30 days)
EHIRUHoQDOO\SXWWLQJWKHPLQWRUHYHQXHVHUYLFH
If the pilot project is successful, Metro plans on
purchasing 20 more electric buses for use within
the region.
60
CASE STUDY
Metro’s 2015 Energy and Resource Report
FLYWHEEL ENERGY
STORAGE – METRO
RED LINE
HOW DID WE DO?
ACTION
With an expanding rail system
comes an increase in energy
consumption for propulsion
power. As a result, Metro
is seeking to reduce energy
consumption of its transit
operations through innovative
strategies that conserve energy
and lessen Metro’s electrical
demand and impact.
,Q0DUFK0HWURFRPSOHWHGWKHLQVWDOODWLRQRIDp\ZKHHOHQHUJ\
VWRUDJHV\VWHPDWWKH:HVWODNH0F$UWKXU3DUN6WDWLRQRQWKH5HG
Line. The Wayside Energy Storage System (WESS) utilizes regenerative
technology to store energy generated by the activation of a train’s braking
system during deceleration and redistributes that energy to accelerate
trains leaving the station. This system also provides peak power and
voltage support, which are critical during rush hour when utility power is
DWDSUHPLXP7KHV\VWHPFRQVLVWVRIIRXUN:p\ZKHHOPRGXOHVDQG
a series of control, monitoring, and interference devices.
OUTCOME
CHALLENGE
The performance monitoring period for this
project began in August 2014 and will conclude
in July 2015. The most recent results indicate that
in a 24-hour period, the WESS saved an average
of 12% or 1.5 Megawatt hours (MWh) (energy
returned to the line), with a maximum of 17% or
2.13 MWh.
The WESS is projected to save an average of 44
MWh each month or 541 MWh each year. The
system will continue to be monitored over the
QH[WIHZPRQWKVIRUVDIHW\DQGHIoFLHQF\7KLVLV
WKHoUVWV\VWHPRILWVNLQGLQWKHQDWLRQ
61
Figure 27: Historic Rail Propulsion Power Use by
Provider
From 2013 to 2014, the combined ridership of
light rail and heavy rail decreased slightly (1.2%)
to 112 million boardings. The rail share of total
transit ridership has remained constant at 24%.
In terms of revenue hours, the rail service revenue
hours increased 5% from 2013, which indicates an
LQFUHDVHGHIoFLHQF\LQ0HWUR
VUDLOWUDQVLWVHUYLFHV
140
120
100
80
60
40
20
HOW DID WE DO?
Rail propulsion power consumed 211 million kWh of
electricity in 2014, an 8% decrease from 2013 (Figure
27). LADWP continues to be the major provider of
rail propulsion power, supplying 65% of the total
GHPDQG7KH5HG3XUSOH/LQHUHPDLQVWKHODUJHVW
consumer of rail propulsion power compared to
other transit lines, at 37% of total consumed rail
propulsion power. The overall reduction in rail
propulsion power demand, despite a relatively
constant ridership, may be attributed to a number
RIFRQWULEXWLQJIDFWRUVLQFOXGLQJOLJKWLQJUHWURoWV
and the installation of the WESS, an energy recovery
system, on the Red Line.
0
/$DWP
SCE
PWP
Figure 28: Rail Propulsion Power Use by Rail Line
100
Electricity Consumption (millions of kWh)
OVERALL PERFORMANCE
Electricity Consumption (millions of kWh)
160
90
80
70
60
50
40
30
20
10
0
RED
BLUE
GREEN
GOLD
EXPO
DATA AND ANALYSIS
$IWHUVXFFHVVLYHLQFUHDVHVVLQFHWKH5HG3XUSOH
Line power demand dropped sharply by 16% in 2014,
from 94 million kWh to 79 million kWh. The Green
Line power demand also experienced a reduction,
decreasing 10% to 26 million kWh in 2014 (Figure
28)&RQWULEXWLQJIDFWRUVLQFOXGHWKHUHWURoWWLQJRI
track-side lighting to LED and the implementation of
the WESS on the Red Line.
In 2014, rail propulsion power continued to be
supplied by LADWP (65%), Southern California
Edison (SCE) (31%), and PWP (4%).
Metro’s 2015 Energy and Resource Report
RAIL PROPULSION
POWER
RAIL PROPULSION
CONSUMED 8%
LESS ELECTRICITY
IN 2014 THAN 2013.
62
Metro’s 2015 Energy and Resource Report
Electricity Unit Cost ($/kWh)
$0.16
$30
$0.14
$25
$0.12
$0.10
$20
$0.08
$15
$0.06
$10
$0.04
$5
$0.02
Total Electricity Cost (PLOOLRQV
$35
$0.18
$0
$0.00
Total Rail Propulsion Power Cost
Rail Propulsion Power Unit Price
5.0
560
4.8
540
4.6
520
4.4
4.2
500
4.0
480
3.8
460
3.6
440
3.4
3.2
420
3.0
400
Revenue Hours per 1,000 kWh Power (hrs/MWh)
Rail Boardings per 1,000 kWh Power (boardings/MWh)
Rail Boardings per 1,000 kWh
Figure 30: 5DLO3URSXOVLRQ3RZHU(IoFLHQF\
Revenue Hours per 1,000 kWh
HOW DID WE DO?
Figure 29: Rail Propulsion Power Costs
In terms of expenditures, rail propulsion power
costs decreased by approximately 2%, from $31.9
million in 2013 to $31.3 million in 2014 (Figure 29).
This decrease in expenditure occurred even with
the increasing costs of rail propulsion power, which
increased by 5% for a kWh of electricity in 2014
compared to 2013.
Overall, the slight decrease in rail propulsion power
is attributed to a similar reduction in ridership, rail
OLQH/('OLJKWLQJUHWURoWVDQGWKHLQVWDOODWLRQRI
the WESS energy recovery system on the Red Line.
(IoFLHQF\LQWHUPVRIUHYHQXHKRXUVSHU0:KRIUDLO
propulsion power use has continued on an upward
trend over the past decade, with an increase of 14%
IURPKRXUV0:KLQWRKRXUVSHU0:K
in 2014 (Figure 30). In terms of ridership, there
ZDVDOVRDVLJQLoFDQWLQFUHDVHLQHIoFLHQF\ZLWK
boardings per MWh increasing from 492 boardings
to 530 boardings.
63
ACCOMPLISHMENTS
> Conducted Energy and Water Conservation
Awareness and Recycling training sessions,
for a total of 29 sessions for 725 staff.
> Completed energy opportunity assessments
at Divisions 3, 7, 9, 15, 11, and 22, and CMF.
> Completed lighting retrofits at Divisions 11
and 22.
> Completed installation of sub-meters at
Divisions 20 and 21.
Electricity plays a major role in Metro’s everyday
operations. Metro used 305 million kWh of electricity
in 2014, which is a 5% reduction from 2013. In 2014,
31% of electricity consumption was attributed to
meeting facility energy demand and the remainder for
rail propulsion (Figure 31). Compared to 2013, facility
electricity use increased by 4% and rail propulsion
power use dropped 8% in 2014 (Figure 32). The
slight increase in facility electricity demand is despite
a variety of electricity conservation programs and
measures that were implemented across Metro and
DWVSHFLoFIDFLOLWLHV)RUH[DPSOHLQOLJKWLQJ
UHWURoWVZHUHFRPSOHWHGLQ'LYLVLRQVDQG, and
/(('(%20&HUWLoFDWLRQZDVDFKLHYHGDW'LYLVLRQ
and the process engaged for Divisions 7 and 30. Some
of the facility electricity use increase may be attributed
to additional meters coming online in 2014.
> Completed sub-meter designs for Divisions 3,
11, 18, 21, and 22, and Location 60.
> Developed a Scope of Work for the solicitation
of a PV Power Purchase Agreement (PPA)
Provider for a bundled solar power project at
Divisions 9, 11, and 22, and Expo Yard.
> Developed PV Technical and Preventative
Maintenance Training Program.
Figure 31: Electricity Consumption by Use in 2014
31%
> Completed installation of WESS along Metro
Red Line using flywheel technology.
Rail Propulsion
Facility Electricity
69%
HOW DID WE DO?
> Received LEED-EBOM Silver Certification at
Division 10.
OVERALL PERFORMANCE
Metro’s 2015 Energy and Resource Report
FACILITY ELECTRICITY
USE
64
300
250
200
150
100
50
HOW DID WE DO?
0
Total Rail Propulsion Power
Total Facility Electricity Use
Historically, facility electricity consumption trended
upwards from 2005 to 2012. There was a drop
LQ IROORZHGE\DQDUWLoFLDOULVHLQGXH
to changes in how facility versus rail propulsion
electricity was calculated. In 2011, Metro experienced
a rise in electricity consumption due to the switch to
electricity-driven CNG compressors at bus facilities.
&RQVXPSWLRQVLJQLoFDQWO\GHFUHDVHGLQDQG
then increased slightly in 2014. This increase may
be partly attributed to the increase in average
temperature (over 2°F higher), and therefore cooling
demand, in 2014 compared to 2013.
Figure 33: Facility Electricity Use by Provider
Electricity Consumption (millions of kWh)
120
100
80
60
40
20
0
2005
2006
2007
2008
2009
2010
/$DWP
SCE
Others
2011
2012
2013
METRO IS
IMPLEMENTING
A NUMBER OF
COMPREHENSIVE
ENERGY
EFFICIENCY
UPGRADES.
DATA AND ANALYSIS
Despite the overall reduction in total electricity
consumption, electricity use by Metro facilities in
2014 increased by 4% from 90 million kWh in 2013
to 94 million kWh. Metro is continuing to conduct
energy opportunity assessments at a number of
divisions to better understand the facility energy
consumption and implement appropriate energy
conservation measures. Metro is in the process of
implementing a number of comprehensive energyHIoFLHQF\XSJUDGHVLQFOXGLQJOLJKWLQJDQG+9$&
upgrades, and renewable energy installations at
multiple bus and rail divisions.
350
Electricity Consumption (millions of kWh)
Metro’s 2015 Energy and Resource Report
Figure 32: Historic Electricity Consumption by Use
2014
There are three main electricity provider groups
for Metro: LADWP, SCE, and other local electricity
providers. LADWP continues to be the largest
electricity provider for Metro’s facilities by delivering
approximately 66.4 million kWh of electricity (71%),
with SCE providing approximately 27.4 million kWh
(29%), and other providers with less than 0.5%
(Figure 33). In 2014, Metro spent $13.2 million on
electricity for all facilities, which is 14% greater than
in 2013 (Figure 34) and more than any previous year.
Electricity expenditures for facilities increased more
sharply than the increase of electricity use, indicating
that the overall average electricity cost per kWh
increased in 2014. It is worth noting that the two
providers, LADWP and SCE, have different rates for
rail propulsion versus facility electricity usage.
65
$0.14
$12
$0.12
$10
$0.10
$8
$0.08
$6
$0.06
$4
$0.04
$0.02
$2
$0.00
$0
TotalFacilityElectricityCost PLOOLRQV
Electricity Unit Cost ($/kWh)
$14
Total Facility Electricity Cost
Facility Electricity Unit Cost
Figure 35: )DFLOLW\(OHFWULFLW\8VH(IoFLHQF\
160
9.0
150
130
7.0
120
6.0
110
100
5.0
90
80
4.0
70
3.0
60
Revenue Hours per 1,000 kWh Power (hrs/MWh)
Boardings per kWh Power (boardings/kWh)
Boardings per kWh
8.0
140
Revenue Hours per 1,000 kWh
Despite an overall increase in facility electricity use,
major facilities combined saw a very slight decrease
of <1% in electricity consumption compared with
2013. Over half of the major facilities experienced a
decrease in electricity use compared to 2013.
$0.16
HOW DID WE DO?
Among the major facilities, Division 20, a major
rail maintenance division, continues to be the
highest consumer of electricity at 19.7 million kWh
in 2013, a 2% increase from 2013 (Figure 36). This
is largely due to construction activity related to new
projects. Metro Headquarters (Location 99) has
the second highest annual electricity consumption
at 17.2 million kWh, which is a 4% increase from
2013 despite the installation of LED lighting and
automated dimming controls. Metro Headquarters
FRQVLVWVPDLQO\RIRIoFHVSDFHIRUDSSUR[LPDWHO\
1,800 personnel.
Figure 34: Facility Electricity Costs
Metro’s 2015 Energy and Resource Report
2YHUDOOHOHFWULFLW\HIoFLHQF\GHFUHDVHGLQGXH
to an increase in facility electricity use. This increase,
coupled with Metro experiencing a 1.7% drop in
UPT in 2014, reduced boardings per MWh facility
electricity use from 5.3 in 2013 to 5.0 in 2014. Total
revenue hours increased in 2014; however, revenue
hours per MWh facility electricity use were slightly
reduced to 92 compared with 93 in 2013 (Figure 35).
66
25
HOW DID WE DO?
Electricity Use (millions of kWh)
Metro’s 2015 Energy and Resource Report
Figure 36: Facility Electricity Use by Major Facilities, 2013 versus 2014
20
15
10
5
0
11
21
22
20
66
34
Rail
4
60
30
6
Maintenance
8
3
Bus
5
1
10
15
7
18
2
9
99
Administrative
Darker lines represent 2013. Lighter lines represent 2014.
NEXT STEPS
> Complete Energy, Water Conservation Awareness,
and Recycling Trainings at all 17 participating
EMS divisions throughout the agency.
> Complete LEED-EBOM Certification activities at
Division 7 and CMF.
> Implement comprehensive energy-efficiency
upgrades, including lighting and HVAC upgrades,
and renewable energy installations at multiple
bus and rail divisions.
> Complete installation of sub-meters at Divisions
1, 4, 5, 6, 11, 18, and 22, and Location 60.
> Initiate LEED–EBOM Certification at Divisions 9,
20, and 21, and Union Station.
> Initiate LEED-EBOM and LEED For Neighborhood
Development (LEED-ND) for Union Station and the
Union Station Master Plan.
> Enroll seven additional facilities in 2015 into
Metro’s agency-wide EMS program, including
Divisions 1, 2, 4, 6, 8, 15, and 18.
67
CASE STUDY
Metro’s 2015 Energy and Resource Report
GATEWAY BUILDING LED
LIGHTING PILOT STUDY
HOW DID WE DO?
ACTION
Metro Headquarters (Gateway Building) consumes
the highest amount of energy in the agency.
:LWKRYHUpRRUVDQGPXOWLSOHWHQDQWVHQHUJ\
management at this building is a top priority. The
lighting system at the Gateway Building, which
LQFOXGHVRYHULQHIoFLHQWpXRUHVFHQWODPS
o[WXUHVSUHVHQWVDJUHDWRSSRUWXQLW\WRUHGXFH
consumption and utility costs, and improve
occupant comfort.
Beginning in 2013, a lighting pilot study was
designed to identify a cost-effective lighting strategy
WKDWFRXOGEHVFDOHGXSWRDIXOOEXLOGLQJUHWURoW7KH
15th Floor of the Gateway Building, which houses
the General Services Department, was chosen as
the pilot area due to its varying space types. The
pRRUZDVWKHQGLYLGHGLQWRoYH]RQHV(OHFWULFDO
consumption in each zone was monitored with
sub-meters as various types of LED products were
installed. Occupant surveys were conducted before
and after the installations to generate qualitative
data.
OUTCOMES
CHALLENGE
Results from the lighting pilot study were
positive, with 90% of survey respondents
LQGLFDWLQJWKDWWKH\SUHIHUUHGWKHQHZo[WXUHV
RYHUWKHROGHUo[WXUHV'DWDIURPVXEPHWHUV
revealed a 51% reduction in energy consumption
from baseline for the pilot area. However, this
reduction varied, which reinforces the need for
integrated lighting controls in addition to energy-
HIoFLHQWOLJKWo[WXUHV7KHVHOHVVRQVKDYHEHHQ
incorporated into the current project to replace
the entire building’s lighting system. A similar
integrated lighting system is currently being
installed at one of Metro’s rail maintenance
facilities, which will further inform this project.
68
HOW DID WE DO?
WASTE AND RECYCLING
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
69
> Completed solid waste and recycling audits at
eight major facilities to find the most efficient
ways to divert waste from landfills.
> Established an agency-wide policy to ensure
the proper handling and disposal of broken
fluorescent tubes.
DATA AND ANALYSIS
HOW DID WE DO?
TOTAL SOLID
WASTE OUTPUT
DECREASED
2.5% IN 2014,
ATTRIBUTED
TO NEW WASTE
COLLECTION
METHODS.
ACCOMPLISHMENTS
Figure 37: Historic Waste Production1
14,000
12,000
10,000
Tons
Overall, solid waste output has decreased since
2013, from approximately 9,741 tons in 2013 to
9,500 tons in 2014 (Figure 37). As a result, there
was a 2.5% decrease in total solid waste from 2013
to 2014, with a 1% decrease in solid waste output
and a 6.8% decrease in recycled waste collected
from Metro facilities. Last year, there was a drastic
change in reported solid waste and recycled waste,
with solid waste increasing 51% and recycled solid
waste decreasing 42%, but total solid waste (solid
waste and recycled soil waste combined) remained
similar to previous years. This shift was attributed
to new waste collection methods and diversion
rates employed by Republic Services, Inc. For
2014, the amount of solid waste and recycled solid
waste generated was similar to the data reported
in 2013. Therefore, the 2014 waste collection data
are consistent with the new reporting methods and
diversion rates that began in 2013.
Metro’s 2015 Energy and Resource Report
SOLID WASTE
AND RECYCLING
8,000
6,000
4,000
2,000
0
2008 2009
Recycled Solid Waste
Beginning in 2013, Metro contracted a new waste
hauler to enhance the waste management program
through more detailed documentation strategies.
Waste audits were conducted to provide a better
understanding of each division’s waste contribution
and recommend opportunities for improvement.
Such opportunities include increasing the rate of
service for pick-ups; adding additional recycling bins;
1. Due to changes in data collection techniques, recycling data are only available as recent as 2008.
2010 2011
Solid Waste
2012 2013
2014
Total Solid Waste
70
0.50
28
26
0.45
24
22
0.40
20
18
0.35
16
Boardings per Pound
Revenue Hours per Pound
Metro’s 2015 Energy and Resource Report
Figure 38: 7RWDO6ROLG:DVWH(IoFLHQF\
14
0.30
12
HOW DID WE DO?
10
0.25
2008
2009
2010
2011
Revenue Hours
2012
2013
2014
Boardings
Figure 39: 5HF\FOHG:DVWH(IoFLHQF\
2.00
120
1.80
Revenue Hours per Pound
1.40
80
1.20
1.00
60
0.80
40
0.60
0.40
20
0.20
0
0.00
2008
2009
2010
2011
Revenue Hours
2012
2013
Boardings
2014
Boardings per Pound
100
1.60
or increasing the amount of signage and training
to better inform Metro staff of the current waste
processes. In addition, Metro has implemented
several internal programs to divert waste from
ODQGoOOVIRFXVLQJRQSURGXFWVVXFKDVEXVEDWWHULHV
printer cartridges, scrap metal, e-waste, and other
RIoFHSURGXFWV
In 2014, eight divisions underwent waste audits,
and the remaining facilities are scheduled for waste
audits in the next several months. As a result of
the audits, divisions are able to better understand
their waste streams and can, therefore, establish
VSHFLoFZD\VWRPLQLPL]HRUUHF\FOHZDVWHLQWKHLU
division. For example, multiple divisions have
acquired cardboard compactors, while others, such
as Division 7, now recycle ferrous and nonferrous
metals.
2YHUDOOVROLGZDVWHHIoFLHQF\ ZKLFKLQFOXGHVVROLG
waste and recycled solid waste) has remained steady
VLQFH7RWDOVROLGZDVWHHIoFLHQF\LQFUHDVHG
slightly from 2013 to 2014, from 0.43 revenue hours
per pound of total solid waste to 0.46 revenue
hours (Figure 38). Additionally, boardings per pound
of total solid waste slightly increased from 24.4
boardings per pound of total solid waste in 2013 to
24.6 boardings in 2014.
5HF\FOHGZDVWHHIoFLHQF\DOVRLQFUHDVHGIURP
from 1.66 revenue hours per pound of recycled waste
produced in 2013 to 1.84 revenue hours in 2014
(Figure 39). Additionally, there were approximately
94.3 boardings per pound in 2013 compared to 99.4
boardings in 2014 (Figure 39).
NEXT STEPS
> Complete waste and recycling audits at
remaining bus and rail divisions to expand
opportunities for improvement of Metro’s
landfill diversion rates.
> Conduct Recycling Trainings at all 17
participating EMS divisions throughout Metro.
71
CASE STUDY
Metro’s 2015 Energy and Resource Report
WASTE AUDITS
HOW DID WE DO?
ACTION
Metro faces unique challenges in
LWVZDVWHSURJUDPLQoQGLQJWKH
PRVWHIoFLHQWZD\VRIUHGXFLQJ
the amount of waste going
LQWRODQGoOOV:DVWHVWUHDP
management is a component of
multiple sustainability initiatives
Metro is currently pursuing, such
DV/(('&HUWLoFDWLRQDQG(06
Identifying the amount of waste
generated and the methods
for proper disposal are critical
for reducing the associated
environmental impact.
Beginning in 2013, Metro contracted a new waste hauler to enhance the
waste management program through more detailed documentation
strategies. Waste audits have provided a clearer picture of each
division’s structural and procedural capacity, and recommendations
on opportunities for improvement. These include increasing the rate of
service for pick-ups, adding additional recycling bins, or increasing the
amount of signage and training so staff is aware of the current process
for each waste stream’s disposal. Metro has implemented several
LQWHUQDOSURJUDPVWRGLYHUWZDVWHIURPODQGoOOVIRFXVLQJRQSURGXFWV
such as bus batteries, printer cartridges, scrap metal, e-waste, and other
RIoFHSURGXFWV
OUTCOME
CHALLENGE
Eight divisions have undergone this waste
audit process, and the remaining facilities are
tentatively scheduled for audits over the next
several months. Multiple divisions have acquired
a cardboard compactor, while others, such
as Division 7, recycle ferrous and nonferrous
metals. The monthly diversion reports and rate
sheets provided by the contractor allow Metro
to effectively manage data. This record-keeping
allows Metro to measure the amount of waste
generated agency-wide, analyze what works and
what needs improvement, and set targets for the
agency to reduce its consumption of products
and natural resources.
72
Metro’s 2015 Energy and Resource Report
HOW DID WE DO?
73
Metro’s 2015 Energy and Resource Report
USED OIL WASTE
Figure 40: Historic Used Oil Waste
200
> Ensured that used oil filters were drained
and removed from all locations and placed in
correct hazardous materials containers.
180
Gallons (thousands)
ACCOMPLISHMENTS
160
140
120
100
80
60
40
> Scheduled and tracked used oil waste
disposal from all divisions.
20
0
Figure 41: Used Oil Waste Generated by Major
Facilities in 2014
18
16
Gallons (thousands)
Overall, Metro has seen a 26% decrease in gallons
of used oil from 2002 to 2014, which can generally
be attributed to the increased use of synthetic
oil (Figure 40). During 2014, Metro produced
approximately 142,000 gallons of used oil, which
represents a decrease of 3.4% from 2013. This slight
decrease may be attributed to a smaller overall bus
pHHWRIEXVHVLQFRPSDUHGWR
buses in 2013.
14
12
10
8
6
4
2
The bus divisions (Divisions 1, 2, 3, 5, 6, 7, 8, 9, 10,
15, and 18) continue to be Metro’s main producers
of used oil waste at approximately 90% of the total
(Figure 41). Division 18, historically the largest
producer of used oil waste, was the second-largest
producer in 2014 using 16,400 gallons, a decrease of
IURP'LYLVLRQ KDVWKHODUJHVWEXVpHHW
with 259 buses and was the top producer of used oil
waste at 17,010 gallons in 2014, an increase of 5.2%
from 2013. The range in used oil waste produced
across the other bus divisions is attributed to varying
pHHWVL]HVDQGDFWLYLWLHV
Additionally, effective September 2011, used oil
disposal became a no-cost service, with Metro
receiving 81 cents for each gallon of used oil it
recycles. In 2014, Metro recycled 138,890 gallons of
used oil for a total of approximately $112,500, which
offset the crude oil costs and resulted in a no-cost
service for recycling used oil.
0
66 34 21 22 6
4 11 20 30 8
5
1
3
2 10 15 7 18 9
Division
METRO DECREASED
GALLONS OF USED
OIL BY 26% FROM
2002 TO 2014.
HOW DID WE DO?
DATA AND ANALYSIS
74
Metro’s 2015 Energy and Resource Report
28.0
8.0
26.0
7.5
24.0
7.0
22.0
6.5
20.0
6.0
18.0
5.5
16.0
14.0
5.0
12.0
4.5
10.0
4.0
Bus Boardings per Ounce
RevenueHoursper3LQW
Bus Boardings per Ounce
HOW DID WE DO?
Figure 42: 8VHG2LO:DVWH(IoFLHQF\
2YHUDOOXVHGRLOZDVWHHIoFLHQF\KDVLQFUHDVHG
since 2002 with the decrease in the amount of
used oil produced per revenue hour and boarding
over the years (Figure 42). In 2014, there were
7.6 revenue hours per pint of used oil produced,
which represents a 6.9% increase from 2013 with
7.1 revenue hours per pint of used oil produced.
In addition, bus boardings per ounce of used oil
produced slightly increased from 25.3 boardings per
ounce in 2013 to 25.7 boardings per ounce in 2014.
Revenue Hours per Pint
NEXT STEPS
> Ensure that all oil filter drainage locations,
including shop pits, are free from oil spills,
trash, or debris.
> Continue to use synthetic oils and other
alternative oil products.
75
Figure 43: Historic Hazardous Liquid Waste
1,200
ACCOMPLISHMENTS
800
600
400
200
0
> Division 11 purchased a flammable storage
cabinet to store hazardous materials when
not in use.
Figure 44: Hazardous Liquid Waste Produced by
Major Facilities
DATA AND ANALYSIS
90
Similar to previous years, approximately 51.3% of
total hazardous liquid waste was produced by Bus
Divisions 8, 9, 15, and 18, and CMF, with Division 18
and CMF being the highest producers of hazardous
liquid waste (Figure 44). This is mainly attributed
WRWKHVHUYLFLQJRIEXVpHHWVDQGUHSDLUZRUNWKDW
occurs at these divisions. Division 1, previously one
of the highest producers of hazardous liquid waste,
produced 32.2% less in 2014 than 2013 due to a
reduction in the servicing of stormceptors.
Waste disposal costs for hazardous liquids have
steadily decreased from 2008 (Figure 45). Metro paid
approximately $440,000 in hazardous liquid waste
disposal fees in 2014, which is a decrease of 14.6%
from 2013 and a 22.6% decrease from 2003.
70
60
50
40
30
20
10
0
11 22 4
6 20 7 10 3
2
1
5
9 15 8 18 30
Division
Figure 45: Hazardous Liquid Waste Costs
$700
$600
$500
'ROODUV(Whousands)
Hazardous liquid waste is mainly generated by
Metro’s bus maintenance divisions and repair centers,
from chassis jets, steam bays, and fuel station
WUHQFKHVDQGFODULoHUV0HWURSURGXFHGDSSUR[LPDWHO\
620,000 gallons of hazardous liquid waste in 2014,
representing a 5.9% decrease from 2013 and a 12.6%
decrease from 2003 (Figure 43).
Gallons (Thousands)
80
$400
$300
$200
$100
$0
HOW DID WE DO?
> Canopies were installed at multiple EMS
locations as a structural best management
practice for potential stormwater issues
related to outdoor exposure of metal scrap
bins and hazardous waste accumulation
areas.
Gallons (Thousands)
1,000
Metro’s 2015 Energy and Resource Report
HAZARDOUS
LIQUID WASTE
76
Metro’s 2015 Energy and Resource Report
6.5
2.0
6.0
1.8
5.5
1.6
5.0
4.5
1.4
4.0
1.2
3.5
1.0
3.0
0.8
2.5
2.0
Revenue Hours per Pint
Bus Boardings per Ounce
HOW DID WE DO?
Figure 46: +D]DUGRXV/LTXLG:DVWH(IoFLHQF\
+D]DUGRXVOLTXLGZDVWHHIoFLHQF\LQFUHDVHG
from 2013, with an increase in the number of bus
boardings per ounce and revenue hours per pint
of hazardous liquid waste produced (Figure 46). In
2014, there were 5.9 bus boardings per ounce of
waste produced, which is an increase from the 5.6
boardings per ounce of waste produced in 2013.
The number of revenue hours per pint of hazardous
liquid waste also increased slightly from 1.6 revenue
hours in 2013 to 1.7 revenue hours in 2014.
0.6
Bus Boardings per Ounce
Revenue Hours per 3LQW
NEXT STEPS
> Continue to schedule and track hazardous and
universal waste removal from divisions.
> Discuss waste minimization strategies for
hazardous wastes across divisions.
77
DATA AND ANALYSIS
ACCOMPLISHMENTS
> Established an alternate bus washing
schedule to reduce water consumption, which
in turn reduces nonhazardous liquid waste
associated with bus washes.
700
Gallons (thousands)
600
500
400
300
200
100
0
Figure 48: Nonhazardous Liquid Waste Produced by Division and Metro Orange Line
Gallons (thousands)
60
50
40
30
20
10
0
Division
2012
2013
2014
HOW DID WE DO?
Figure 47: Historic Nonhazardous Liquid Waste
Nonhazardous liquid waste includes storm sewer,
catch basin, and sanitary sewer clean-out residue;
grease trap clean-out residue; industrial wastewater;
uncontaminated precipitation removed from
secondary containment structures; wash water;
DQGVRPHRIIVSHFLoFDWLRQFRPPHUFLDOFKHPLFDO
products. In 2014, Metro produced approximately
461,000 gallons of nonhazardous liquid waste,
representing a 3.3% decrease from 2013 but an
overall 10.8% increase from 2002 (Figure 47). This
gradual increase in nonhazardous liquid waste can
be attributed to the increase in the number of Metro
bus washers and the addition of two rail facilities.
After the peak in 2010, nonhazardous liquid waste
began a downward trend, due in part to efforts
to reduce wastewater. For example, Metro has
established an alternate bus washing schedule to
reduce water consumption by washing buses every
other day rather than daily. The pilot program was
implemented at Divisions 8 and 15, and there are
plans to expand the program to all bus divisions and
rail yards in the future.
Metro’s 2015 Energy and Resource Report
NONHAZARDOUS
LIQUID WASTE
78
1RQKD]DUGRXVOLTXLGZDVWHHIoFLHQF\KDVLQFUHDVHG
since 2010, with an increase in the number of bus
boardings per ounce and revenue hours per pint
of nonhazardous liquid waste produced (Figure
50). Bus boardings per ounce of nonhazardous
liquid waste experienced a slight increase, with
7.9 boardings per ounce in 2014 compared to 7.8
boardings per ounce in 2013. Similarly, there were
2.4 revenue hours per pint of nonhazardous liquid
waste produced in 2013, which is an increase from
the 2.2 revenue hours per pint of nonhazardous
liquid waste produced in 2013.
$300
$250
$200
$150
$100
$50
$0
Figure 50: 1RQKD]DUGRXV/LTXLG:DVWH(IoFLHQF\
12.0
11.0
10.0
9.0
8.0
7.0
6.0
3.2
3.0
2.8
2.6
2.4
2.2
2.0
1.8
1.6
1.4
NEXT STEPS
> Continue to schedule and track nonhazardous
liquid waste disposal from divisions.
> Explore water saving strategies at Metro’s
facilities. For instance, a new water
conditioning system using Linear Kinetic Cell
technology is being rolled out at Divisions 5
and 18 in 2015.
> Expand the alternate bus washing schedule
program to all bus divisions and rail yards.
Revenue Hours per Pint
In 2014, Metro paid approximately $166,000 in
nonhazardous liquid waste disposal fees, which is a
decrease of 10% from 2013. This correlates with the
decrease in nonhazardous liquid waste production
(Figure 49).
Figure 49: Nonhazardous Liquid Waste Cost
'ROODUV(thousands)
HOW DID WE DO?
Nonhazardous liquid waste varied across divisions
from 2013 to 2014. The largest producer in 2014 was
the Orange Line, which is a new data point included
in this year’s report. The servicing of stormceptors
for the park-and-ride locations along the Orange Line
has led to the generation of nonhazardous liquid
waste. The next largest producers of nonhazardous
liquid waste were Bus Divisions 5, 9, and 10. These
divisions consist of maintenance buildings that
include bus washers. Division 5, historically the
largest producer of nonhazardous liquid waste,
experienced a 20.5% decrease from 2013 (Figure
48). Division 9 experienced a 14.3% increase in
nonhazardous liquid waste production from 2013,
making it the second-largest producer in 2014.
Notable decreases in nonhazardous liquid waste
production can be seen at Division 22 (50%) and
Division 6 (31%). A second new data point that
is included in this year’s report is Location 62, a
rail communications facility that is currently being
serviced for use by Metro.
Bus Boardings per Ounce
Metro’s 2015 Energy and Resource Report
SINCE 2010, NONHAZARDOUS LIQUID WASTE
BEGAN A DOWNWARD TREND, DUE IN PART
TO EFFORTS TO REDUCE WASTEWATER.
79
Metro’s 2015 Energy and Resource Report
ANTI-FREEZE WASTE
Figure 51: Historic Anti-Freeze Waste
100
90
ACCOMPLISHMENTS
Gallons (thousands)
> Completed procurement of a coolant recovery
system at all bus divisions, allowing for the
capture and reuse of anti-freeze from buses.
80
70
60
50
40
30
20
10
DATA AND ANALYSIS
Beginning in 2014, Divisions 3 and 10 were enrolled
in a pilot program for the implementation of a
coolant recovery system, which allows for the
capture and reuse of anti-freeze from Metro buses.
In previous years, Division 10 was one of the top
producers of anti-freeze waste. However, after
implementation of the coolant recovery system,
Division 10 experienced a 32% reduction in antifreeze waste from last year (Figure 52). Division 3
also experienced a large decrease in anti-freeze waste
of 56.5% from 2013. At the end of 2014, the coolant
recovery system was rolled out to all divisions
and should lead to additional anti-freeze waste
reductions this coming year.
14
12
Gallons (thousands)
Anti-freeze waste produced by division in 2014 was
similar to 2013, with Divisions 15 and 18 being the
highest producers of anti-freeze waste. However,
Division 18 experienced a 9.8% decrease in antifreeze waste production from 2013, possibly due to a
UHGXFWLRQRILWVEXVpHHWIURPWREXVHV
Figure 52: Anti-Freeze Waste Produced by Division
10
8
6
4
2
0
34
20
4
6
3
7
5
2012
2
9
Division
2013
30
10
1
8
18
15
2014
DIVISION 10
EXPERIENCED A
32% REDUCTION
IN ANTI-FREEZE
WASTE FROM
LAST YEAR AFTER
IMPLEMENTATION
OF THE COOLANT
RECOVERY SYSTEM.
HOW DID WE DO?
Anti-freeze is mainly used in Metro’s bus
maintenance facilities. In 2014, Metro produced
approximately 75,300 gallons of anti-freeze waste,
a decrease of 7.5% from 2013 (Figure 51). Since
2008, anti-freeze waste production has been
trending downward, which may be partly attributed
to enhanced recycling efforts and programs. The
decrease from last year may also be attributed to a
VOLJKWGHFUHDVHLQEXVpHHWVL]HIURPEXVHVLQ
2013 to 2,218 buses in 2014.
0
80
Metro’s 2015 Energy and Resource Report
20.4
65.0
18.4
60.0
55.0
14.4
12.4
50.0
10.4
45.0
8.4
6.4
40.0
4.4
35.0
Revenue Hours per Pint
16.4
Bus Boardings per Ounce
HOW DID WE DO?
Figure 53: $QWL)UHH]H:DVWH(IoFLHQF\
As discussed above, anti-freeze waste has generally
decreased across divisions from 2013; however,
notable increases occurred at the following vehicle
maintenance divisions: Division 6 (169%), Division
DQG'LYLVLRQ %XVpHHWVDW
Divisions 6 and 8 remained the same, while Division
H[SHULHQFHGDGHFUHDVHLQEXVpHHWIURP
to 236. It should be noted that anti-freeze waste
generated at Divisions 20 and 34 was lower than the
other divisions.
2.4
30.0
0.4
Bus Boardings per Ounce
Revenue Hours per Pint
2YHUDOODQWLIUHH]HZDVWHHIoFLHQF\KDVLQFUHDVHG
(Figure 53). In 2014, there was an increase in
HIoFLHQF\GXHWRDLQFUHDVHLQUHYHQXHKRXUV
per pint of anti-freeze waste produced from 2013 to
2014. Bus boardings per ounce of anti-freeze waste
produced also increased from 45.7 boardings in
2013 to 48.6 boardings in 2014, resulting in a 6.3%
increase in boardings per ounce from last year.
NEXT STEPS
> Continue to schedule and track anti-freeze
waste disposal from all divisions.
82
HOW DID WE DO?
CRITERIA AIR POLLUTANT
EMISSIONS
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
83
Metro’s 2015 Energy and Resource Report
> Repowered buses that were originally
equipped with CNG engines with low-emitting
state-of-the-art CNG engines, including the
Cummins ISL G 8.9 liter and the Doosan
GL11K 11.1 liter CNG engines.
OVERALL PERFORMANCE
0HWUR
VEXVDQGUDLOHPLVVLRQVLQUHpHFW
Metro’s continued expansion of rail service and
FRQWLQXHGPRGHUQL]DWLRQRIWKHEXVpHHW7RWDOpHHW
emissions in 2014 were 55.6% lower as compared
to 2011 and 70% lower as compared to 2008. These
large reductions can be attributed to the retirement
RI0HWUR
VGLHVHOEXVpHHWDQGWKHFRQWLQXHG
replacement of older CNG engines with new stateof-the-art CNG engines. In 2014, bus VMT was
approximately 1.2% higher than in 2013. Therefore,
the increased criteria air pollutant emissions
associated with a 1.2% increase in Metro bus miles
traveled was offset by Metro’s overall lower-emitting
EXVpHHWIRUDOOFULWHULDDLUSROOXWDQWV$V0HWUR
continues to replace and repower buses with the
newest technology engines, emission reductions will
continue and eventually taper once all of the older,
higher-emitting buses are replaced or repowered
with state-of-the-art engines.1
DATA AND ANALYSIS
7KHDQDO\VLVUHpHFWV0HWUR
VHIIRUWVWRUHSRZHU
older CNG buses with new, lower-emitting CNG
engines. In many cases, buses that were originally
equipped with CNG engines, such as the Detroit
Diesel Corporation Series 50 natural gas engine,
have been repowered with state-of-the-art CNG
engines, including the Cummins ISL G 8.9 liter
and the Doosan GL11K 11.1 liter CNG engines. The
lower nitrogen oxide (NOx) emissions rating of the
repowered engines results in a reduction in NOx, a
primary ozone precursor emission. Reductions in
ozone precursor emissions are of great importance
to the South Coast region, which encompasses Los
Angeles County, in order to meet federally imposed
2023 and 2035 ambient air quality attainment
obligations.
$FRPSDULVRQRIpHHWFULWHULDDLUSROOXWDQW
emission levels to 2013 levels shows reductions in all
FULWHULDDLUSROOXWDQWV0HWUR
VRYHUDOOpHHWHPLVVLRQ
levels for nonmethane hydrocarbons (NMHC),
NOx, and particulate matter (PM) have been
reduced by approximately 13.4%, 2.7%, and 10.3%,
respectively, as compared to 2013 levels (Figure 54).
Importantly, NOx emissions have greatly reduced
by approximately 70.4% when comparing 2014 NOx
HPLVVLRQVWROHYHOV2IHTXDOVLJQLoFDQFHLV
the 56.7% reduction in PM emissions from 2008 to
2014. The retirement of Metro’s diesel transit bus
1. The current state-of-the-art urban bus engine is the Cummins ISL G, which reduces NOx emissions but results in higher carbon monoxide
(CO) emissions. CO emissions are not included in the reporting of Criteria Air Pollutants since the SC AQMD region is designated as
“Attainment” for CO by the U.S. EPA, meaning that the region meets the National Ambient Air Quality Standard for this pollutant. As
such, CO is typically not considered by local and state air quality regulatory agencies, including the SC AQMD and California Air Resources
Board, when assessing motor vehicle air quality improvement strategies.
HOW DID WE DO?
ACCOMPLISHMENTS
84
FLEET EMISSIONS
(TONS PER YEAR)
2013
BUS
2013
RAIL
TOTAL
2013
EMISSIONS
2014
BUS
2014
RAIL
TOTAL
2014
EMISSIONS
FLEET
WIDE
(TONS)
PERCENT
CHANGE
Hydrocarbon (HC)
72.3
2.9
75.2
62.4
2.7
65.1
-10.1
-13.4%
135.1
95.8
230.9
133.5
91.2
224.7
-6.2
-2.7%
2.9
2.9
5.8
2.5
2.7
5.2
-0.6
-10.3%
210.3
101.6
311.9
198.4
96.6
295.0
-16.9
-5.4%
Oxides of Nitrogen (NOx)
Particulate Matter (PM)
TOTALS (TONS PER YEAR)
HOW DID WE DO?
kk 'HFUHDVHLQpHHWHPLVVLRQV
Figure 54: Historic Criteria Air Pollutant Emissions
800
700
600
pHHWHOLPLQDWHGGLHVHOSDUWLFXODWHPDWWHU '30
ZKLFKLVFODVVLoHGDVDWR[LFDLUFRQWDPLQDQWE\
the California Air Resources Board and is a known
carcinogen. Overall, total criteria pollutant emissions
decreased approximately 16.9 tons, or 5.4%, from
2013 to 2014 (Table 3).
500
Tons
Metro’s 2015 Energy and Resource Report
Table 3: Comparison of 2014 Fleet Emissions Levels to 2013 Levels
CHANGE ANALYSIS
400
300
7KHFKDQJHLQ0HWURpHHWHPLVVLRQVEHWZHHQ
and 2014 is attributable to two primary factors:
200
100
0
2008
2009
Hydrocarbon (HC)
2010
2011
Oxides of Nitrogen (NOx)
2012
2013
2014
Particulate Matter (PM)
NOx EMISSIONS, AN
OZONE PRECURSOR
CRITERIA POLLUTANT,
EXPERIENCED A 70.4%
DECREASE IN 2014 AS
COMPARED TO 2008 NOx
EMISSION LEVELS.
> Continued modernization of the Metro CNG transit
EXVpHHW Transit bus engine repowers contributed
to the reductions in NMHC, NOx, and PM criteria
air pollutant exhaust emissions. Even though
overall bus miles increased by approximately 1.2%
in 2014 as compared to 2013, the lower NMHC,
NOx, and PM emission levels of the new engines
offset the additional emissions resulting from the
increased bus miles.
> Decrease in electricity usage for Metro. 2014
electricity usage was approximately 5% lower than
in 2013, which resulted in decreased criteria air
pollutant emissions attributable to electrical power
generation.
NEXT STEPS
> Continue to transition Metro’s transit bus fleet
to cleaner fuels and more modern technology.
85
Metro’s 2015 Energy and Resource Report
HOW DID WE DO?
86
HOW DID WE DO?
GREENHOUSE GAS
EMISSIONS
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
87
> Conducted Energy and Water Conservation
Awareness and Recycling training sessions, a
total of 29 sessions for 725 staff.
> Developed a resiliency indicator framework
to prepare Metro to withstand and continue
to provide reliable service in light of potential
climate change impacts.
10%
1%
2%
2%
22%
Facilities - Natural Gas
Non-Revenue Transport Gasoline for Vehicles
Refrigerants
6%
Revenue Transport - Metro and
Purchased CNG
Revenue Transport Purchased Diesel and Gasoline
Revenue Transport - Rail
Propulsion Electricity
57%
HOW DID WE DO?
While Metro’s primary role is to provide safe and
effective transportation options for the Los Angeles
region, the agency also seeks to do so in a costeffective and environmentally sustainable manner.
The GHG sections of this report address the impact
of Metro’s services on global climate change.
Facilities - Electricity
Figure 56: Historic Greenhouse Gas Emissions,
2007-2014
485
GHGs occur naturally in the atmosphere but are
also emitted through activities such as the burning
of fossil fuels. Increased levels of GHG emissions
being released into the atmosphere are causing
global climate change, which has impacted the Los
Angeles region and will continue to do so in the
future. In 2014, Metro emitted approximately 465,529
MT CO2e. Approximately 85% of Metro’s total GHG
emissions in 2014 were related to fuel consumption
from moving passengers (Figure 55). In general,
Metro’s GHG emissions are directly calculated using
activity data. Major emissions-generating activities
include revenue-generating fuel consumption, rail
propulsion electricity consumption, and facility
electricity consumption. Minor activities include
non-revenue transportation fuel consumption,
facility natural gas fuel consumption, and the use of
refrigerants.
Metric Tons CO2e (Thousands)
480
DATA AND ANALYSIS
475
470
465
460
455
450
445
440
2007
2008
2009
2010
2011
2012
2013
Metro’s 2015 Energy and Resource Report
ACCOMPLISHMENTS
Figure 55: Total Greenhouse Gas Emissions by
Source
2014
TRENDS IN METRO’S GHG EMISSIONS
Total GHG emissions in 2014 were approximately
1.4% lower than in 2013 (Figure 56). A detailed
analysis of major emission-generating activities
shows that emissions increased in some Metro
sectors, but decreased in others. For example,
emissions from rail propulsion electricity
consumption decreased by 6%, while revenuegenerating diesel consumption in buses increased by
15% between 2013 and 2014.
GHG emissions from Metro-operated CNG-powered
buses decreased by 1%, compared to 2013. This
decrease is directly attributed to a reduction in CNG
88
Metro’s 2015 Energy and Resource Report
TOTAL GHG EMISSIONS
IN 2014 WERE
APPROXIMATELY 1.4%
LOWER THAN IN 2013.
HOW DID WE DO?
consumed by Metro’s revenue-generating buses.
Conversely, GHG emissions from Metro’s contracted
CNG-powered buses increased 3% compared
to 2013. The overall GHG emissions from CNGpowered buses decreased by 0.8%.
GHG emissions from Metro’s contracted dieselpowered bus services increased by 15% due to
increased usage. As of 2009, Metro’s direct
operations do not use any diesel-powered revenue
buses.
Metro’s GHG emissions from its contracted vanpool
services increased by 7%, and this increase is
proportional to the quantity of gasoline consumed
by the agency’s vanpool service contractors due to
an expansion in Metro’s vanpool services. Lastly,
Metro’s GHG emissions for facility electricity
consumption decreased by 3%, which may be
attributed to Metro’s increasing energy conservation
efforts and EMS program.
Trends were also observed in secondary emissionsgenerating activities. For example, emissions
from Metro’s non-revenue transportation fuel
consumption increased by 5% in 2013 while
emissions from facility natural gas consumption
decreased by 13%.
Overall, the reduction in Metro’s total GHG
emissions since 2013 has mainly been driven by
efforts to reduce the consumption of CNG in Metro’s
UHYHQXHJHQHUDWLQJYHKLFOHpHHWDVZHOODVWKH
reduced energy consumed by Metro’s facilities.
PERFORMANCE METRICS
Performance metrics provide information about
Metro’s direct and indirect emissions relative to
its core services and are expressed in terms of
emissions per boarding, emissions per vehicle mile,
emissions per revenue hour, and emissions per
passenger mile.
In terms of emissions per boarding, Metro’s buses
ZHUHWKHPRVWHIoFLHQWWUDQVLWPRGHLQ
emitting 1.67 pounds (lbs) CO2e per boarding
(Table 4):KLOHEXVHVZHUHWKHPRVWHIoFLHQWRQD
per boarding basis, bus passengers tend to travel
fewer miles than rail passengers. GHG emissions
Table 4: (IoFLHQF\%DVHG*UHHQKRXVH*DV(PLVVLRQV
LBS CO2E/
BOARDING
LBS CO2E/
VEH MIL
LBS CO2E/
REV HOUR
LBS CO2E/
PAS. MILE
Heavy Rail
2.00
12.75
305.04
0.38
Light Rail
2.02
8.75
187.30
0.31
Bus Not Operated by Metro
2.50
5.82
86.01
0.52
Bus Operated by Metro
1.67
6.89
86.60
0.40
Vanpool
9.86
1.29
56.09
0.23
NA
1.99
NA
NA
1.85
6.12
99.99
0.37
MODE
Non-revenue Metro Vehicles
TOTAL LBS CO2E/METRIC (TOTAL)
89
Emissions Per Boarding
Between 2013 and 2014, Metro’s total GHG
emissions per boarding remained steady. Trends in
emissions per boarding varied within each transit
mode (Figure 57). GHG emissions per boarding
for light rail increased by 7%, which may be partly
attributed to the slight decrease in light rail ridership
by approximately 1%. Conversely, GHG emissions
per boarding for heavy rail decreased by 16%.
Metro-operated bus services experienced a 2%
increase in GHG emissions per boarding, while
contracted bus services demonstrated an 8%
decrease. Bus ridership decreased by 2% between
DQG7KHFDUERQHIoFLHQF\RIYDQSRRO
services on a per boarding basis increased by 4%,
as the rate of increase in emissions from gasoline
FRQVXPHGE\0HWUR
VFRQWUDFWHGYDQpHHW ZDV
outpaced by the rate of increase in ridership (12%).
4.00
Pounds CO2e per Boarding
3.50
3.00
2.50
2.00
1.50
1.00
0.50
0.00
Bus Purchased
Heavy Rail
Light Rail
Bus and Rapid Bus Operated by Metro
LIGHT RAIL AND
VANPOOLS WERE
THE MOST CARBONEFFICIENT MODE OF
METRO’S OPERATIONS
IN 2014 FOR GHG PER
PASSENGER MILE.
HOW DID WE DO?
TRENDS IN PERFORMANCE METRICS
Figure 57: Greenhouse Gas Emissions per
Boarding
Metro’s 2015 Energy and Resource Report
per passenger mile traveled is another method of
DVVHVVLQJ0HWUR
VHIoFLHQF\:KHQFDOFXODWHGE\
passenger mile, light rail and vanpools were the
PRVWFDUERQHIoFLHQWPRGHRI0HWUR
VRSHUDWLRQVLQ
0HWUR
VHIoFLHQF\SHUSDVVHQJHUPLOHLVKLJKHU
for all travel modes than a typical passenger vehicle,
ZKLFKHPLWVDSSUR[LPDWHO\OEPLOH9DQSRRO
VHUYLFHVDOVRDSSHDUWREHWKHPRVWHIoFLHQWWUDQVLW
mode in terms of GHG emissions per vehicle mile,
emitting 0.23 lbs CO2e per passenger mile, followed
closely by light rail with 0.31 lbs CO2e per passenger
PLOH,QDGGLWLRQWREHLQJWKHPRVWHIoFLHQWWUDQVLW
mode, the vanpool services have been successful
in increasing their ridership by 12% from 2013 to
2014. Lastly, when evaluated on a revenue hour
basis, Metro’s contracted bus services and vanpool
VHUYLFHVVKRZWKHKLJKHVW*+*HIoFLHQF\SHU
revenue hour.
90
Metro’s 2015 Energy and Resource Report
HOW DID WE DO?
Figure 58: Greenhouse Gas Emissions per Vehicle
Mile
18.00
Pounds CO2e per Vehicle Mile
16.00
14.00
12.00
10.00
8.00
6.00
Between 2013 and 2014, Metro experienced a 3%
decrease in GHG emissions per vehicle mile, based
on mileage from revenue-generating vehicles.
,PSURYHPHQWVLQ*+*HIoFLHQF\SHUYHKLFOHPLOH
were observed for heavy rail and light rail (Figure 58).
The biggest improvement was seen in heavy rail at
23%. Vanpool services showed no change in GHG
HPLVVLRQVSHUPLOH*+*HIoFLHQF\SHUYHKLFOHPLOH
decreased by 6% for contracted bus services, 2% for
Metro-operated bus services, and 1% for light rail.
4.00
2.00
0.00
Bus Purchased
Heavy Rail
Light Rail
Bus and Rapid Bus Operated by Metro
NEXT STEPS
> Initiate LEED–EBOM Certification at Divisions
9, 20, and 21, and Union Station.
> Initiate social vulnerability assessment for
impacts of climate change on Metro ridership.
> Prepare solicitation for a new Sustainability,
Climate Change, and Greenhouse Gas
Emissions Consultant.
91
CASE STUDY
Metro’s 2015 Energy and Resource Report
CLIMATE RESILIENCY
INDICATOR DEVELOPMENT
HOW DID WE DO?
ACTION
As global discussions of climate change evolve,
improving the resilience of critical infrastructure
has moved to the forefront of Metro’s priorities.
Many of Metro’s assets are vulnerable to weather
HYHQWVVXFKDVpRRGLQJDQGH[WUHPHWHPSHUDWXUHV
which can lead to overheating and erosion and
cause mechanical complications for these assets.
Therefore, Metro has committed to improving the
resiliency of its assets and networks in the face
of climate change and the evolving frequency of
extreme weather events.
In 2014, Metro began developing a resiliency
indicator framework, a metrics system that
ZRXOGFDOFXODWHDVVHWUHVLOLHQFHEDVHGRQGHoQHG
dimensions and principles. In coordination with
internal stakeholders such as Corporate Safety &
Risk Management and Planning and Operations,
WKHPHWULFVZHUHUHoQHGWRUHpHFW0HWURUHOHYDQW
needs and vulnerabilities. The framework was then
WHVWHGZLWKDYDULHW\RIFDVHVWXGLHVUHpHFWLQJVRPH
of Metro’s most critical or obvious vulnerabilities,
in order to verify the framework’s consistency and
dependability across all Metro assets.
OUTCOMES
CHALLENGE
7KHoQDOUHVLOLHQF\LQGLFDWRUIUDPHZRUNWRRO
contains two dimensions, technical and
organization, which house roughly 60 indicators.
The score resulting from the framework provides
a mechanism through which Metro can prioritize
the necessary actions to ensure any vulnerable
DVVHWVDQGRUQHWZRUNVDUHPDGHUHVLOLHQW7KH
resiliency indicator framework can be utilized
to evaluate the physical ability of the system to
perform or the overall ability of the organization
to take actions in preparation for, or in response
to, a hazard event.
92
HOW DID WE DO?
GREENHOUSE GAS
DISPLACEMENT
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
93
> Congestion Relief refers to the GHG emissions
displaced by improving roadway conditions for
those who continue to drive passenger vehicles.
Fewer cars on the road lead to increased road
VSHHGVOHVVWUDIoFDQGOHVVLGOLQJZKLFKLQFUHDVHV
WKHHIoFLHQF\RIWKHUHPDLQLQJRQURDGYHKLFOHV
> Land Use refers to emissions displaced when
transit enables denser land use patterns, which
encourage shorter trips and increased walking and
cycling instead of vehicle use.
Congestion relief and land use GHG displacement
estimates have not been applied to the GHG
displacement calculation as they require more
detailed modeling, but would demonstrate even
greater emissions avoidance and Metro’s central role
in creating a more sustainable region.
NEXT STEPS
> Continue Electric Vehicle Charger Expansion
project to install an additional 20 electric
vehicle charge stations at five additional parkand-ride lots in the Los Angeles region.
Table 5: Net Greenhouse Gas Emissions from Metro Operations, 2014
SOURCE
Total Emissions Displaced from Mode Shift
QUANTITY OF EMISSIONS DISPLACED (MT CO2E)
(482,182)
Emissions from Metro Operations
465,529
NET EMISSIONS FROM METRO OPERATIONS
(16,653)
HOW DID WE DO?
Metro continues to implement strategies to reduce
*+*HPLVVLRQVVXFKDVUHWURoWWLQJIDFLOLWLHVWR
EHPRUHHQHUJ\HIoFLHQWDQGVZLWFKLQJWRFOHDQHU
IXHOVLQLWVWUDQVLWpHHW+RZHYHULWLVLPSRUWDQWWR
understand Metro’s larger role in sustainability and
reducing GHG emissions in the region. By providing
transit options, Metro is reducing GHG emissions
that would otherwise have occurred from passenger
vehicles, increased congestion, and potentially
more sprawl. When the combined effects of these
factors are considered, Metro prevented more GHG
emissions than it produced. As Metro expands its
rail, bus, or vanpool services, it is contributing to
regional GHG emission reductions even though the
agency’s absolute emissions will likely increase as
a result of this expansion. In 2014, Metro achieved
GHG displacement of approximately 482,182
MT CO2e by shifting passengers from individual
vehicular travel to transit (Table 5). This alone results
in more GHG emissions displaced by passengers
not driving than by all of Metro’s operational
emissions (465,529 MT CO2e). These avoided or
GLVSODFHGHPLVVLRQVDUHQRWDVGLUHFWO\TXDQWLoDEOH
as Metro’s operational emissions, but APTA has
provided guidance for estimating three forms of
displaced emissions:
> Mode Shift refers to the GHG emissions displaced
by shifting from a passenger vehicle to transit. This
is calculated on a per passenger-mile basis, and
APTA has estimated that 0.47 vehicle miles are
avoided for every passenger mile of transit for a
region the size of Los Angeles.
Metro’s 2015 Energy and Resource Report
METRO PREVENTED
MORE GHG
EMISSIONS THAN IT
PRODUCED IN 2014.
94
Metro’s 2015 Energy and Resource Report
HOW DID WE DO?
95
CASE STUDY
Metro’s 2015 Energy and Resource Report
EXPO OPERATION AND
MAINTENANCE FACILITY
HOW DID WE DO?
The Expo Operation and Maintenance Facility (OMF)
is being constructed as part of the Expo Phase 2
project. Located on the south side of the right-of-way
EHWZHHQWKHIXWXUH([SR%XQG\6WDWLRQDQGWKHWK
6WUHHW%HUJDPRW6WDWLRQWKH([SR20)ZLOOEHDQ
DFUHEURZQoHOGUHGHYHORSPHQWLQ6DQWD0RQLFD
Once completed, the site will include six light rail
vehicle (LRV) storage tracks for 15 three-car trains (45
total LRVs). The Expo OMF will also accommodate
full maintenance and operational support for the
Expo Line, which is expected to accommodate an
estimated 64,000 daily riders by 2030.
Several sustainability features are included in
the facility’s design to increase water and energy
HIoFLHQF\7KHSURMHFWLQFOXGHVDODUJH
gallon cistern to harvest rainwater for vehicle wash
and facility irrigation. The facility’s train wash will
LQFOXGHDUHF\FOLQJV\VWHPWRoOWHUJUH\ZDWHUIRU
UHXVH7KHVHWZRLQVWDOODWLRQVDORQJZLWKORZpRZ
o[WXUHVDUHH[SHFWHGWRUHGXFHSRWDEOHZDWHUXVHIRU
landscaping by 53% and interior potable water usage
by 44%. Additionally, to promote natural ventilation,
the facility’s buildings are oriented for exposure
to westerly winds from the ocean, optimizing the
LQWHULRUIRUQDWXUDODLUpRZGLVWULEXWLRQDQGEXR\DQF\
The OMF will also include sustainability features
VXFKDVXQGHUpRRUDLUGLVWULEXWLRQ/('OLJKWLQJDQG
acoustical mitigation.
2015 Metro
Metro’s
2015
Energy and Resource Report
Los Angeles County
Metropolitan Transportation Authority
3ULQWHGRQSDSHUWKDWLVUHF\FOHGSRVWFRQVXPHUZDVWHDQG)6&FHUWLoHG
Metropolitan Transportation Authority
Metro’s 2015
Energy and Resource Report
ACKNOWLEDGEMENTS
This document was prepared by AECOM under contract
through Metro (Los Angeles County Metropolitan
Transportation Authority) administered by Metro’s
Environmental Compliance and Services Department.
Technical input was provided by staff in the following Metro
departments: Contract Services, New Business Development,
Systems Engineering, Rail MOW Engineering, Rail Operations
Engineering and Strategic Planning, Resource Management,
Environmental Compliance and Services Department,
Maintenance Administration, Facilities and Property
Maintenance, Governmental Accounts, Quality Assurance,
Long Range Planning, Operations Systems Integration,
Purchasing, Vehicle Technology and Support, Building
Services, Regional Rideshare Research and Development, and
General Services Administration. The Better World Group, Inc.
prepared the Air Quality Pollutant Emissions section.
I
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....................................................................................... 1
About Metro . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ........................................................................................ 9
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...................................................................................... 13
Environmental Management System . . . . . . ...................................................................................... 17
Reporting Methodology. . . . . . . . . . . . . . . . . . . . . . . . . ................................................................................. ..... 25
How Did We Do? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...................................................................................... 39
Vehicle Miles Traveled Per Capita . . . . . . . . ...................................................................................... 40
Unlinked Passenger Trips . . . . . . . . . . . . . . . . . . ...................................................................................... 42
Operating Expenses. . . . . . . . . . . . . . . . . . . . . . . . . . . ..................................................................................... 46
Water Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ................................................................................. ..... 50
Energy Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ................................................................................. ..... 56
Waste and Recycling . . . . . . . . . . . . . . . . . . . . . . . . . . ..................................................................................... 68
Criteria Air Pollutant Emissions . . . . . . . . . . . . ................................................................................. ..... 82
Greenhouse Gas Emissions . . . . . . . . . . . . . . . ...................................................................................... 86
Greenhouse Gas Displacement . . . . . . . . . . . . ..................................................................................... 92
TABLE OF CONTENTS
Accomplishments. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .................................................................................. ..... 31
Metro’s 2015 Energy and Resource Report
Table of Contents
II
Metro’s 2015 Energy and Resource Report
List of Figures
Figure 1: Indicator Area Summary for 2014, Compared to 2013 ................................................................ 3
Figure 2: Annual VMT Per Capita VS Growth Population1 ................................................................. ..... 41
Figure 3: Historic Boardings by Transit Mode ................................................................................ ..... 43
Figure 4: Boardings by Transit Mode . . . . . . . . . . ................................................................................. .... 44
Figure 5: Unlinked Passenger Trip Per Capita VS Population Growth ...................................................... 44
)LJXUH +LVWRULF2SHUDWLQJ([SHQVH(IoFLHQF\ .................................................................................. 47
Figure 7: Boardings by Transit Mode . . . . . . . . . .................................................................................. ..... 47
FIGURES
Figure 8: Operating Expenses by Transit Mode ................................................................................... 47
Figure 9: Boardings Per $1,000 Operating Cost ................................................................................. 48
Figure 10: Revenue Miles Per $1,000 Operating Cost .......................................................................... 48
Figure 11: Vanpool Ridership and Operating Expenses..................................................................... .... 49
Figure 12: Passenger Miles Traveled per Trip ................................................................................. .... 49
Figure 13: Operating Expenses per Passenger Miles Traveled by Mode ................................................ .... 49
Figure 14: Metro Water Supply Source . . . . . . . .................................................................................. ..... 51
Figure 15: Historic Total Water Supply1. . . . . . . . ...................................................................................... 51
Figure 16: Historic Water Cost . . . . . . . . . . . . . . . . . . ................................................................................. ..... 52
Figure 17: Historic Average Water Cost . . . . . . . ................................................................................. ..... 52
)LJXUH :DWHU8VH(IoFLHQF\. . . . . . . . . . . . . . . . . . ................................................................................. ..... 52
Figure 19: Major Facilities and Other Facilities Water Use ................................................................ ..... 53
Figure 20: Water Usage by Facility Type . . . . . .................................................................................. ..... 53
Figure 21: Daily Water Use by Major Facilities, 2013 versus 2014............................................................. 53
Figure 22: Average Daily Water Use by Facility Type ............................................................................. 54
Figure 23: Historic Fuel Use, Metro Operated Vehicles .................................................................... ..... 57
Figure 24: Total Fuel Cost, Metro Operated, 2014 Dollars ................................................................ ..... 57
Figure 25: Historic Price of Fuel. . . . . . . . . . . . . . . . . ................................................................................. ..... 57
)LJXUH )XHO8VH(IoFLHQF\ . . . . . . . . . . . . . . . . . . . ...................................................................................... 58
Figure 27: Historic Rail Propulsion Power Use by Provider ............................................................... ..... 61
Figure 28: Rail Propulsion Power Use by Rail Line ............................................................................... 61
Figure 29: Rail Propulsion Power Costs . . . . . . ...................................................................................... 62
III
Figure 31: Electricity Consumption by Use in 2014 .......................................................................... ..... 63
Figure 32: Historic Electricity Consumption by Use ............................................................................. 64
Figure 33: Facility Electricity Use by Provider ..................................................................................... 64
Figure 34: Facility Electricity Costs . . . . . . . . . . . . .................................................................................. ..... 65
)LJXUH )DFLOLW\(OHFWULFLW\8VH(IoFLHQF\ . . ....................................................................................... 65
Metro’s 2015 Energy and Resource Report
)LJXUH 5DLO3URSXOVLRQ3RZHU(IoFLHQF\ . . ................................................................................. .... 62
Figure 36: Facility Electricity Use by Major Facilities, 2013 versus 2014 ................................................ .... 66
)LJXUH 7RWDO6ROLG:DVWH(IoFLHQF\ . . . . . . . . ..................................................................................... 70
)LJXUH 5HF\FOHG:DVWH(IoFLHQF\ . . . . . . . . . . . ..................................................................................... 70
Figure 40: Historic Used Oil Waste . . . . . . . . . . . . ................................................................................. ..... 73
Figure 41: Used Oil Waste Generated by Major Facilities in 2014 ............................................................ 73
)LJXUH 8VHG2LO:DVWH(IoFLHQF\ . . . . . . . . . . ...................................................................................... 74
Figure 43: Historic Hazardous Liquid Waste ...................................................................................... 75
Figure 44: Hazardous Liquid Waste Produced by Major Facilities ...................................................... ..... 75
Figure 45: Hazardous Liquid Waste Costs . . . ...................................................................................... 75
)LJXUH +D]DUGRXV/LTXLG:DVWH(IoFLHQF\ ................................................................................... 76
Figure 47: Historic Nonhazardous Liquid Waste ............................................................................ ..... 77
Figure 48: Nonhazardous Liquid Waste Produced by Division and Metro Orange Line ........................... ..... 77
Figure 49: Nonhazardous Liquid Waste Cost ..................................................................................... 78
)LJXUH 1RQKD]DUGRXV/LTXLG:DVWH(IoFLHQF\ .......................................................................... ..... 78
Figure 51: Historic Anti-Freeze Waste . . . . . . . . . ..................................................................................... 79
Figure 52: Anti-Freeze Waste Produced by Division ............................................................................. 79
)LJXUH $QWL)UHH]H:DVWH(IoFLHQF\. . . . . . . . ................................................................................. .... 80
Figure 54: Historic Criteria Air Pollutant Emissions............................................................................. 84
Figure 55: Total Greenhouse Gas Emissions by Source .................................................................... ..... 87
Figure 56: Historic Greenhouse Gas Emissions, 2007-2014 .............................................................. ..... 87
Figure 57: Greenhouse Gas Emissions per Boarding ....................................................................... .... 89
Figure 58: Greenhouse Gas Emissions per Vehicle Mile ................................................................... .... 90
FIGURES
Figure 37: Historic Waste Production1 . . . . . . . . .................................................................................. .... 69
IV
Metro’s 2015 Energy and Resource Report
List of Tables
Table 1: Historic Indicator Performance . . . . . . ................................................................................. ...... 2
Table 2: Historic Boarding by Transit Mode . ................................................................................. ..... 43
Table 3: Comparison of 2014 Fleet Emissions Levels to 2013 Levels .................................................... .... 84
7DEOH (IoFLHQF\%DVHG*UHHQKRXVH*DV(PLVVLRQV ............................................................. ..... 88
Table 5: Net Greenhouse Gas Emissions from Metro Operations, 2014............................................... ..... 93
TABLES and CASE STUDIES
List of Case Studies
Division 13 Sustainability Features . . . . . . . . . . . . . . ................................................................................. ..... 22
Photovoltaic Technical and Preventative Maintenance Training Program................................................... 23
Metro Rail’s Gold Line Operations Campus . . ...................................................................................... 36
“Go Metro to Farmers’ Market” Campaign: Farmers’ Market Update .................................................. ..... 45
Water Savings Pilot Program: Bus Operations ..................................................................................... 55
Electric Buses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .................................................................................. ..... 59
Flywheel Energy Storage – Metro Red Line . . . ..................................................................................... 60
Gateway Building LED Lighting Pilot Study . . .................................................................................. .... 67
Waste Audits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ................................................................................. ..... 71
Climate Resiliency Indicator Development. . . . ................................................................................. ..... 91
Expo Operation and Maintenance Facility . . . . ...................................................................................... 95
V
AGM
absorbed glass mat
APTA
American Public Transit Association
ARB
Air Resources Board
BRT
Bus Rapid Transit
CH4
methane
CMF
Leadership in Energy and
Environmental Design For
Neighborhood Development
LRV
light rail vehicle
Metro
Los Angeles County Metropolitan
Transportation Authority
Central Maintenance Facility
MOW
Maintenance of Way
CNG
compressed natural gas
MSIP
CO
carbon monoxide
Metro Sustainability Implementation
Plan
CO2
carbon dioxide
MT
metric tons
CO2e
carbon dioxide equivalent
MWh
Megawatt hour
DPM
diesel particulate matter
N2O
nitrous oxide
EMS
Environmental Management System
NMHC
nonmethane hydrocarbons
EPA
Environmental Protection Agency
NOx
oxides of nitrogen
ETI
Environmental Training Institute
NTD
National Transit Database
FTA
Federal Transit Administration
OMF
Operation and Maintenance Facility
GGE
gasoline gallon equivalent
PFC
SHUpXRURFDUERQ
GHG
greenhouse gas
PM
particulate matter
GWP
Global Warming Potential
PMT
passenger miles traveled
HC
hydrocarbon
PPA
Power Purchase Agreement
HFC
K\GURpXRURFDUERQ
PSM
produced seat miles
HPMS
Highway Performance Monitoring
System
PV
photovoltaic
PWP
Pasadena Water and Power
HVAC
heating, ventilation, and air
conditioning
QA
Quality Assurance
ISO
International Standards Organization
RVL
revenue vehicle length
kW
kilowatt
SCAQMD
South Coast Air Quality Management
District
kWh
kilowatt hour
SCE
Southern California Edison
LADWP
Los Angeles Department of Water and
Power
SF6
VXOIXUKH[DpXRULGH
lbs
pounds
SOP
Standard Operating Procedure
LCFS
Low Carbon Fuel Standard
STI
Southland Transit, Inc.
LED
light-emitting diode
UPT
unlinked passenger trips
LEED
Leadership in Energy and
Environmental Design
U.S.
United States
VMT
vehicle miles traveled
VRH
vehicle revenue hours
VRM
vehicle revenue miles
WESS
Wayside Energy Storage Substation
LEED-EBOM Leadership in Energy and
Environmental Design For Existing
Buildings, Operations and Maintenance
ACRONYMS AND ABBREVIATIONS
LEED-ND
Metro’s 2015 Energy and Resource Report
List of Acronyms and Abbreviations
EXECUTIVE
SUMMARY
This Energy and Resource Report analyzes Metro’s 2014
sustainability and environmental performance and the economic
cost of its operational activities. The purpose of the report is
to present Metro’s sustainability data for calendar year 2014 in
comparison to the previous year’s environmental performance.
The report compares trends by monitoring and analyzing the
increases or decreases in environmental impacts and assessing
Metro’s ongoing progress toward sustainability. This trend
analysis can then be used to improve sustainable performance in
a cost-effective manner for future years.
2
Metro’s 2015 Energy and Resource Report
EXECUTIVE SUMMARY
The Metro Board adopted the Metro Sustainability
Implementation Plan (MSIP) in June 2008. An
ongoing task under the MSIP is the reporting of
Metro’s environmental sustainability performance.
This report addresses environmental performance
LQoYHNH\DUHDV ULGHUVKLSHQHUJ\HPLVVLRQVZDWHU
and waste management. Trends of these key areas
are broken down into indicators and sub-indicators
as shown in Figure 1. The indicators were derived
using the Global Reporting Initiative sustainability
UHSRUWLQJIUDPHZRUN,QDGGLWLRQWKLVUHSRUWUHpHFWV
the Recommended Practice for Quantifying and
Reporting Transit Sustainability Metrics, prepared
by the American Public Transit Association (APTA)
Standards Sustainability Metrics Working Group.
This report has two goals: 1) to provide information
that can be used to improve Metro’s sustainability
performance; and 2) to inform the public on
Metro’s sustainability performance. This report
demonstrates Metro’s commitment to meeting
VRFLDOoQDQFLDODQGHQYLURQPHQWDOJRDOVE\
highlighting the Environmental Management System
(EMS), key accomplishments, and case studies.
A brief summary of each indicator’s performance,
as compared to 2013, follows, and is represented
graphically in Figure 1. In addition, Table 1 provides
an overview of each indicator’s progress over the last
few years.
> Vehicle Miles Traveled (VMT) Per Capita: Los
Angeles County has seen a 2.3% increase in
population over the past 10 years but has
experienced a decrease in VMT by 1.3%.
> Unlinked Passenger Trips: Although overall
boarding decreased 1.7%, vehicle revenue hours
(VRH) experienced a 3.3% increase.
> Operating Expenses: The number of boardings per
$1,000 of operating expenses has decreased since
2012, resulting in a reduction in operating expense
HIoFLHQF\SHUERDUGLQJ
> Water Use:7KHUHZDVDVLJQLoFDQWGHFUHDVHRI
water use by 28.1%.
Table 1: Historic Indicator Performance
INDICATOR
2011
2012
2013
2014
UNIT
Vehicle Miles Travelled per Capita
7,937
7,870
7,867
-
miles
456,001,753
472,706,561
476,299,313
468,124,396
trips
$2.86
$2.77
$2.83
$2.93
2014 Dollars
256,370,268
359,895,712
414,570,076
297,906,502
Gallons
44,179,465
42,490,623
43,930,100
44,710,242
GGE
Rail Propulsion Power
178,556,320
199,093,552
229,866,746
210,937,940
kWh
Facility Electricity Use
77,974,107
97,500,044
90,099,301
94,144,097
kWh
10,439
9,145
9,741
9,500
tons
Used Oil Waste
145,785
141,735
147,260
142,220
gallons
Hazardous Liquid Waste
680,470
667,794
658,986
620,320
gallons
Nonhazardous Liquid Waste
513,023
503,862
476,918
461,130
gallons
86,050
79,440
81,405
75,300
gallons
664
341
312
295
tons
Greenhouse Gas Emission
456,598
474,537
471,932
465,543
MT CO2e
Greenhouse Gas Displacement
419,344
491,118
475,269
482,182
MT CO2e
Unlinked Passenger Trips per Capita
Operating Expenses per Boarding
Water Use
Fuel Use
Solid Waste and Recycling
Anti-Freeze Waste
Criteria Air Pollutant Emissions
3
INDICATOR
REGRESSED
IMPROVED
Compared to 2013
Vehicle Miles Traveled per
Capita
Compared to 2013
0%
3 Miles Less Traveled
Unlinked Passenger
Trips per Capita
1.7%
8.2 Million Less Boardings
3.5%
10 Cents More per Boarding
Water Use
117 Million Less Gallons Consumed
Energy Use
> Fuel Use
> Rail Propulsion Power
> Facility Electricity Use
1.8%
FUEL USE: 1 Million
More Gallons Used
4.5%
Waste and Recycling
>
>
>
>
>
28.1%
8.2%
RAIL PROPULSION POWER: 19 Million kWh Less Used
FACILITY ELECTRICITY USE:
4 Million kWh More Used
2.5%
Solid Waste and Recycling
Used Oil Waste
Hazardous Liquid Waste
Nonhazardous Liquid Waste
Anti-Freeze Waste
SOLID WASTE & RECYCLING: 242 Tons Less Produced
3.4%
USED OIL: 5,040 Gallons Less Produced
5.9%
HAZARDOUS LIQUID: 38,666 Gallons Less Produced
3.3%
NONHAZARDOUS LIQUID: 15,788 Gallons Less Produced
7.5%
ANTI-FREEZE: 6,105 Gallons Less Produced
Criteria Air Pollutant
Emissions
5.4%
17 Tons Less Emitted
Greenhouse Gas
Emissions
1.4%
6,389 Tons Less Emitted
Greenhouse Gas
Displacement
1.5%
Increase in Metric Tons of CO2e Displaced from
Metro Operations
REGRESSED
IMPROVED
Co-benefit achieved (other environmental benefits achieved due to change in resource consumption)
EXECUTIVE SUMMARY
Operating Expenses
per Boarding
Metro’s 2015 Energy and Resource Report
Figure 1: Indicator Area Summary for 2014, Compared to 2013
4
Metro’s 2015 Energy and Resource Report
EXECUTIVE SUMMARY
> Energy Use - Fuel Use: Compressed natural gas
(CNG) consumption for Metro-operated bus
VHUYLFHVKDVEHHQGHFUHDVLQJRYHUWKHSDVWoYH
years, with a nearly 19% drop from its peak use in
2YHUDOOIXHOXVHHIoFLHQF\LQFUHDVHGVOLJKWO\
by 0.3%.
> Energy Use - Rail Propulsion Power: There was an
overall reduction in rail propulsion power demand
by 8%, despite a relatively constant ridership.
> Energy Use - Facility Electricity Use: Facility
electricity use increased by 4%.
> Waste and Recycling - Solid Waste and Recycling:
Total solid waste output decreased 2.5%.
> Waste and Recycling - Used Oil Waste: Metro
experienced a 26% decrease in gallons of used oil
from 2002 to 2014.
> Waste and Recycling - Hazardous Liquid Waste:
Metro produced approximately 620,000 gallons
of hazardous liquid waste in 2014, representing
a 5.9% decrease from 2013 and a 12.6% decrease
from 2003.
> Waste and Recycling - Nonhazardous Liquid
Waste: Metro produced approximately 461,000
gallons of nonhazardous liquid waste, representing
a 3.3% decrease from 2013 but an overall 10.8%
increase from 2002.
> Waste and Recycling - Anti-Freeze Waste: Metro
produced approximately 75,300 gallons of antifreeze waste, a decrease of 7.5% from 2013.
> Criteria Air Pollutant Emissions:7RWDOpHHW
emissions in 2014 were 55.6% lower as compared
to 2011 and 70% lower as compared to 2008.
> Greenhouse Gas Emissions: Total greenhouse
gas (GHG) emissions decreased by 1.4% from
2013, with emissions from rail propulsion power
consumption decreasing by 6% and revenuegenerating diesel consumption in buses increasing
by 15%.
> Greenhouse Gas Displacement: Metro achieved
GHG displacement of approximately 482,182
metric tons (MT) of carbon dioxide equivalent
(CO2e) by shifting passengers from individual
vehicular travel to transit. This alone results in
more GHG emissions displaced by passengers
not driving than by all of Metro’s operational
emissions (465,529 MT CO2e).
The following report provides details of each
indicator’s performance and associated costs.
5
Metro’s 2015 Energy and Resource Report
EXECUTIVE SUMMARY
MESSAGE FROM THE CHAIRMAN
6
Metro’s 2015 Energy and Resource Report
EXECUTIVE SUMMARY
7
When I look to our system here in Los Angeles, I recognize the commitment to building
DZRUOGFODVVWUDQVSRUWDWLRQV\VWHP RQHWKDWLVFOHDQHIoFLHQWUHOLDEOHDFFHVVLEOHDQG
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WUDQVLWXVHDUHDPSOLoHGZKHQRXURSHUDWLRQVDUHDOVRPDGHVXVWDLQDEOH$VZHSURJUHVV
in our construction program, I look to the Metro family to continue championing our
efforts to reduce Metro’s impact on the environment by managing resources in all of our
planning, construction, operations, and procurement activities.
• Expansion of Metro’s Environmental Management System (EMS) to include all
major rail and bus facilities. By July 2015, eighteen facilities in total will have achieved
,QWHUQDWLRQDO6WDQGDUGV2UJDQL]DWLRQ ,62 &HUWLoFDWLRQKDYLQJIXOO\FRPPLWWHGWRHQVXULQJZRUOGFODVV
environmental compliance at all levels of our organization.
• $FRQWLQXLQJFRPPLWPHQWWRDFKLHYH/HDGHUVKLSLQ(QHUJ\DQG(QYLURQPHQWDO'HVLJQ /((' FHUWLoFDWLRQVWDQGDUGVRQ
new construction projects and existing buildings. Three new facilities will open as LEED-Gold or higher and two existing
IDFLOLWLHVDUHXQGHUJRLQJ/(('FHUWLoFDWLRQWKLV\HDU
• Expansion of Metro’s Electric Vehicle charging Stations. More stations will be installed at rail stations and park and rides
this year to add to the existing 20 chargers located at Union Station, Sierra Madre Villa Station, Willow Station, Universal
City Station, and El Segundo Station.
• ,QVWDOODWLRQRIp\ZKHHOHQHUJ\VWRUDJHV\VWHPDWWKH:HVWODNH0DF$UWKXU3DUNVWDWLRQRQWKH5HG/LQHZKLFKXWLOL]HV
regenerative technology to store energy generated from braking trains. The system is expected to save over 500 megawatt
hours per year.
• A reduction of over 2.5 million gallons of water between 2013 and 2014 at one of Metro’s bus maintenance yards. A pilot
program to wash buses on an alternative schedule was implemented, which is now being expanded to all Metro bus
divisions.
The sustainable and environmental programs that have been initiated here form the foundation for the vast possibilities
ahead. Sustainability guidelines are created not only to encourage sustainability considerations within the various projects
and programs, but also to instill a culture of sustainability throughout the organization. Here at Metro, we continue to
intergrate environmental considerations into all of our planning, design, construction, operations, and maintenance
activities. We have worked to support many environmental programs, focusing on recycling, water quality, clean fuel, green
products’ procurement and greenhouse gas emissions reduction strategies. Environmental issues such as these transcend
geographical limitations, and must be given attention, whether here in Los Angeles or elsewhere.
I look forward to building on this momentum, combining my experience elsewhere and Metro’s forward-thinking approach
to sustainability to continue fostering the growth of Los Angeles’ transit system. I congratulate our staff and partners in their
ZRUNRILQpXHQFLQJWKHFKDQJLQJQDWXUHRI/RV$QJHOHVDQGZRUNLQJWRZDUGVDPRUHVXVWDLQDEOHUHJLRQ/HW
VSUHVVDKHDG
DQGPDNHWKLVV\VWHPFOHDQHUJUHHQHUDQGPRUHHIoFLHQW
Sincerely,
Phillip A. Washington
&KLHI([HFXWLYH2IoFHU
EXECUTIVE SUMMARY
As I embark upon my journey here at Metro and look towards opportunities to work
together on key issues, I’d like to take the time to highlight the agency’s recent successes,
which include:
Metro’s 2015 Energy and Resource Report
MESSAGE FROM THE CEO
ABOUT METRO
The Los Angeles County Metropolitan Transportation
Authority (Metro) strives to be responsible for the “continuous
LPSURYHPHQWRIDQHIoFLHQWDQGHIIHFWLYHWUDQVSRUWDWLRQV\VWHPLQ
Los Angeles County.” Metro’s role is unique among the nation’s
transportation agencies by serving as transportation planner
and coordinator, designer, builder, and operator for one of the
country’s largest, most populous counties. Metro is dedicated
to providing Los Angeles County with safe, clean, reliable, and
courteous transportation service.
10
Metro’s 2015 Energy and Resource Report
In the last 25 years, Metro has developed an
extensive mass rapid transit system consisting
of more than 80 miles of urban rail, three very
successful Bus Rapid Transit (BRT) routes, and
WKHQDWLRQ
VODUJHVWpHHWRIPRUHWKDQYHU\
low emissions buses. Metro operates 170 bus
routes within 1,433 square miles of service area
to accommodate more than 286.8 million annual
boardings.
ABOUT METRO
Metro’s rail system includes the Red and Purple
subway lines and the Blue, Green, Gold, and Expo
light rail lines. The Red and Purple Lines equal a
combined 17 miles in length, include 16 stations, and
averaged a total of 49.9 million annual boardings
LQoVFDO\HDU )< &RPELQHGWKHIRXUOLJKW
rail lines are 70.3 miles long with 67 stations. Metro
continues to maintain and improve on these rail
lines with projects such as the Blue Line Upgrade,
a $1.2 billion project that will upgrade the stations
and tracks of Metro’s oldest and most used rail line,
and major expansions of the Expo, Gold, and Purple
lines.
Metro’s Long Range Transportation Plan (LRTP)
calls for investments to expand the region’s rail
system to 185 miles—with over 150 stations—and
to add 170 more miles of carpool lanes to our
freeways. Planning and construction work continues
on several corridors to develop additional light and
heavy rail transit. These investments, in combination
with a statewide mandate to better coordinate
land-use planning with the transportation system,
Senate Bill 375: The Sustainable Communities and
Climate Protection Act of 2008, will transform Los
Angeles’ urban landscape over the next 30 years,
reduce demand for single-occupancy travel, reduce
per capita GHG emissions, and further improve air
quality.
Metro also encourages transit oriented development
(TOD) on Metro-controlled property near
transit facilities to facilitate walking and bicycle
improvements as well as enhance the utilization
of, and connectivity to, the region’s transit system.
Recently, Metro completed construction on an
expansive TOD project at One Santa Fe, a mixed-use
development with 20% affordable housing units in
the Downtown Los Angeles Arts District adjacent to
Metro’s Red Line Rail Yard. Also under development
is Taylor Yard, a mixed-use development that
includes 301 affordable family and senior units and
a mixed- use development at 1st and Boyle that will
have 79 affordable family units and access to Metro
Gold Line.
Planning, developing, and operating the region’s
transportation system is an energy-intensive
endeavor. To reduce the consumption of natural
resources and the associated emission of pollutants
and GHG, Metro has implemented several initiatives
DQGSROLFLHVWRRSHUDWHPRUHHIoFLHQWO\DQGWREH
EHWWHUVWHZDUGVRIWKHHQYLURQPHQW6SHFLoFDOO\
Metro has committed to:
1. Making its facilities more sustainable: three new
maintenance and operation facilities are under
FRQVWUXFWLRQDQGZLOOEHFHUWLoHG/(('*ROG
Metro is also in the process of certifying its
existing buildings, with one bus division receiving
LEED-EBOM silver in 2014 and two additional
IDFLOLWLHVDUHFXUUHQWO\EHLQJFHUWLoHG
2. (
[SDQGLQJ0HWUR
VFOHDQEXVpHHWE\DFTXLULQJ
new zero emission electric buses that will further
reduce greenhouse gas emissions from Metro’s
bus operations in the county.
3. Adopting and implementing an agency-wide
Environmental Management System (EMS).
In January 2011, Metro’s pilot EMS facility, the
5HG/LQH<DUGUHFHLYHG,62&HUWLoFDWLRQ
Since then, an additional 10 facilities have been
enrolled into the program. The agency continues
an aggressive enrollment scheduled and is the
process of certifying seven facilities at once,
making Metro a worldwide leader in monitoring
and mitigating its impact on the environment.
11
Metro’s 2015 Energy and Resource Report
ABOUT METRO
4. &
RQWLQXLQJHIIRUWVLQIXOoOOLQJFRPPLWPHQWV
in our Renewable Energy Policy to incorporate
renewable energy into Metro facilities. Solar
SDQHOVKDYHEHHQLQVWDOOHGDWoYH0HWURIDFLOLWLHV
to produce over two megawatts of energy, with
two more systems under construction. An
additional four sites are currently in planning in
2015. An additional 500 megawatt-hours per year
are expected to be saved by the newly installed
p\ZKHHOHQHUJ\VWRUDJHV\VWHPRQWKH0HWUR5HG
Line.
5. Adopting Metro’s Green Construction Equipment
Policy to reduce emissions from construction
activities by requiring the use of clean,
green construction equipment on all Metro
construction projects.
6. Adopting Metro’s Energy Management and
Conservation Plan, which provides a blueprint to
direct Metro’s overall energy management and
XVHLQDVXVWDLQDEOHFRVWHIIHFWLYHDQGHIoFLHQW
manner.
7. Continuing to implement the Climate Action and
Adaptation Plan and completing agency-wide
vulnerability and criticality assessments to reduce
the impacts of evolving climatic effects, increase
our current and future investments’ resiliency to
maintain a consistent state of good repair
8. Continuing to implement the Water Conservation
and Management Plan through measures
VXFKDVEXVZDVKLQJSURFHGXUHPRGLoFDWLRQ
recycled water use, drought-tolerant and
QDWLYHODQGVFDSLQJDQGZDWHUHIoFLHQWo[WXUH
installations. When fully implemented, reductions
in Metro’s potable water consumption will reach
more than 200 million gallons per year
These policies and programs are inherently linked to
Metro’s mission—the responsibility to provide an
HIoFLHQWDQGHIIHFWLYHWUDQVSRUWDWLRQV\VWHPDQGLWV
effort to do so in a sustainable manner. Ultimately,
these efforts ensure that the agency equitably
continues to balance a growing presence in the
region while seeking to reduce its overall impacts on
the environment.
INTRODUCTION
Since 2009, Metro has produced an annual sustainability report
to summarize the agency’s continual efforts in achieving higher
sustainability performance through the implementation of
planning, construction, operations, and maintenance activities.
This Metro’s 2015 Energy and Resource Report is a continuation
RIWKLVHIIRUWDQGUHpHFWVWKHDJHQF\
VVXVWDLQDELOLW\SHUIRUPDQFH
for calendar year 2014. The report will continue to bring visibility
to Metro’s sustainability efforts and help explore new ways to
manage environmental impacts, while maintaining Metro’s
commitment to providing quality transit services for the region.
This report strives to align the strategies and recommendations
provided by Metro with the City of Los Angeles’ Sustainable City
pLAn.
14
Metro’s 2015 Energy and Resource Report
INTRODUCTION
The purpose of this report is to compare data with
previous years to track Metro’s progress toward
attaining goals for sustainability, and provide an
update on Metro’s resource use and contribution
to the reduction of pollutant emissions and GHG
emissions. Additionally, this report provides Metro’s
decision-makers with information they can use to
improve Metro’s sustainability performance.
Data are organized according to indicator area,
with each area focusing on a resource or economic
cost by which Metro can analyze the effectiveness
of its sustainability strategies over time. This report
UHpHFWVWKH5HFRPPHQGHG3UDFWLFHIRU4XDQWLI\LQJ
and Reporting Transit Sustainability Metrics, as
developed by APTA. The indicator areas selected for
historic and ongoing analysis are as follows:
This report describes the methodology used to
collect and analyze the data, including how the
GLIIHUHQWLQGLFDWRUVZHUHFKRVHQKRZHIoFLHQF\
LVPHDVXUHGZLWKLQWKHVSHFLoFLQGLFDWRUVDQG
identifying potential weaknesses in the data. Data
accuracy is essential; therefore, the best available
data as of April 2015 were used along with the most
reliable sustainability guidelines to develop this
report. Additional data constraints are discussed in
the Reporting Methodology.
> Vehicle Miles Traveled per Capita
> Unlinked Passenger Trips per Capita
> Operating Expenses
> Water Use
> Energy Use
• Fuel Use
• Rail Propulsion Power
• Facility Electricity Use
15
Metro’s 2015 Energy and Resource Report
INTRODUCTION
> Waste and Recycling
• Solid Waste and Recycling
• Used Oil Waste
• Hazardous Liquid Waste
• Nonhazardous Liquid Waste
• Anti-Freeze Waste
> Criteria Air Pollutant Emissions
> Greenhouse Gas Emissions
> Greenhouse Gas Displacement
This report includes a detailed discussion of each
indicator area according to the following structure:
> Accomplishments:6LJQLoFDQWDFWLRQVRUSURJUDPV
that affected the indicator during the 2014 calendar
year.
> Data and Analysis: Analytical summaries and data
graphs.
> Next Steps:6SHFLoFDFWLRQVDQGJHQHUDOQH[W
steps that Metro is considering for future
implementation.
,QDGGLWLRQWRWKHVSHFLoFLVVXHVGHVFULEHGLQWKH
indicator area sections, Metro has developed and
implemented broad policies, goals, and standards
to demonstrate a commitment to apply sustainable
strategies throughout the planning, construction,
DQGRSHUDWLRQRIYDULRXVSURMHFWV6SHFLoFDOO\0HWUR
projects will comply with all local, state, and federal
codes, ordinances, and regulations, and applicable
Federal Transit Administration (FTA), Federal
Highway Administration, and APTA guidelines.
Case studies are also provided throughout
WKLVUHSRUWWRKLJKOLJKWVSHFLoFVXVWDLQDELOLW\
achievements of Metro.
ENVIRONMENTAL
MANAGEMENT
SYSTEM
As Los Angeles County’s largest transportation provider, Metro
is responsible for a comprehensive list of services, including
transportation planning and coordination, as well as designing,
building, and operating these systems. As part of its day-to-day
activities, Metro is also taking ownership of its impact on the
environment, and working to integrate sustainability practices into
the values of the agency. One avenue for approaching this issue is
through the compilation of Best Practices to streamline maintenance
and operations in a more environmentally friendly manner. For Metro,
this approach encouraged the design and implementation of an
Environmental Management System (EMS). As described in Metro’s
Environmental Policy (2009), Metro’s EMS “is a set of operational
procedures, based on an adopted Environmental Policy, to ensure
compliance with federal, state, and local environmental regulations, as
well as to facilitate environmental stewardship.”
18
Metro’s 2015 Energy and Resource Report
ENVIRONMENTAL MANAGEMENT SYSTEM
A BRIEF HISTORY OF EMS
In August 2007, Metro was one of eight transit
agencies across the country that was selected by the
FTA to participate in a pilot project to implement an
EMS in their organization. In December that same
year, Metro was one of seven agencies participating
in the second round of FTA-assisted EMS training,
with the intention of utilizing and certifying the
agency’s applicable facilities to the International
Standards Organization (ISO) 14001:2004 Standard.
Metro has adopted an agency-wide EMS, meaning
that all of its major facilities will eventually be
included in the program. Metro’s current EMS
includes operational activities and involves
employees from Operations and Maintenance.
An EMS Administrative Team was established to
manage the documentation and implementation
of the overarching EMS program, and contains
representatives from Environmental Compliance
and Services, Quality Assurance, Corporate
Safety, Facilities Maintenance, and Bus and Rail
Maintenance and Transportation Departments. The
EMS Facility Core Teams were developed to address
VLWHVSHFLoFHQYLURQPHQWDOLPSDFWVZLWKVXSSRUW
from the EMS Administrative Team.
During the fall of 2008, Metro began its EMS
program with the Red Line Yard as the pilot site,
which houses rail maintenance and operations
for Division 20 and Maintenance of Way (MOW).
In January 2011, the Red Line Yard received ISO
&HUWLoFDWLRQ)ROORZLQJWKHZHOOHDUQHG
success at the Red Line Yard, Division 10, one of
Metro’s bus facilities, was selected for enrollment
in the EMS program. The program is expanding to
include 17 facilities in total: four rail divisions, 12 bus
divisions, and one non-revenue vehicle division. The
agency continues an aggressive enrollment schedule
and, as of January 2015, is currently in the process of
certifying seven divisions simultaneously. Since the
inception of the agency’s multi-site EMS, the process
has demonstrated its continual improvement in
several ways. By decreasing the time it takes to
enroll a facility from two years to six months and
by increasing the number of facilities enrolled in
one cycle, Metro’s EMS proves to be innovative and
robust when compared to other transit agencies
throughout the nation. In 2014, Columbia University
conducted a study that rated LA Metro’s EMS as
the most successful implementation in relation
to 13 other regional transit agencies with a similar
program.
19
Metro’s 2015 Energy and Resource Report
INTRODUCTION TO EMS
1
2
3
,62&HUWLoFDWLRQSURYLGHVDQLQWHUQDWLRQDOO\
recognized framework for EMS that
formalizes the continual improvement
process.
Plan
At the agency-wide level, Metro’s EMS
requires the development of “Objectives and
Targets” to set goals for the program. At
the division level, each division evaluates its
facilities to determine major environmental
impacts (referred to as “Environmental
Aspects”) and creates Action Plans to
address those impacts that they identify as
VLJQLoFDQW
Do
Action Plans are developed to assign tasks
and responsibilities for meeting the goals
of reducing an activity’s impact on the
environment. Regular meetings, at the
agency-wide level and the division level, are
scheduled to track progress and keep records
of these efforts.
Check
The “Check” phase focuses on monitoring
and measuring Metro’s EMS activities.
Internal and external auditors are tasked
to ensure that procedures are followed
and the agency’s environmental goals are
being met. Metro has chosen to conform
to, and has successfully achieved, the ISO
&HUWLoFDWLRQIRULWV(067KLV
Metro has elected to certify all of its facilities
that are enrolled thus far in its EMS program,
which currently includes six facilities, with
two more under review. Metro has become
and continues to be a leader in the transit
industry; it is one of the few ISO 14001:2004
&HUWLoHGWUDQVLWDJHQFLHVLQWKHFRXQWU\DQG
LVWKHoUVWWRUHFHLYHWKLVUHFRJQLWLRQIRUD
multi-site system.
4
Act
On an annual basis, Metro’s EMS executives
are briefed in a management review of the
program. This offers opportunities for senior
management to ask critical questions to
determine the progress and success of the
program. In addition to the management
review, the EMS Administrative Team
and Facility Core Teams also evaluate the
program’s accomplishments from the
past year, and identify new environmental
challenges to address. Therein lies the
continual improvement process of EMS, and
the cycle begins again.
ENVIRONMENTAL MANAGEMENT SYSTEM
EMS relies on a continual improvement process
to identify best practices and ways that Metro can
reduce its impact on the environment. This is aided
by the engagement and empowerment of Metro
employees, who are encouraged to voice their
opinions on environmental challenges. EMS relies
on a “Plan-Do-Check-Act” model, which represents
the four critical stages in the process:
20
Metro’s 2015 Energy and Resource Report
PROGRAM BENEFITS
ENVIRONMENTAL MANAGEMENT SYSTEM
Reduction of Environmental Impacts
Through a continual improvement process,
EMS helps each facility to identify key areas
of improvement relating to its environmental
performance. For example, Metro’s Quality
Assurance (QA) group performs audits of the
facilities each month. The monthly environmental
compliance reports have been aggregated over
the last several years to target those areas with
environmental concerns that can be addressed
through the EMS program. As a result, those
targeted environmental issues have been
VLJQLoFDQWO\UHGXFHG$VQHZLVVXHVDULVHWKH
program utilizes the continual improvement process
to address additional areas on an annual basis.
Employee Awareness
The program is invested in increasing employee
awareness of environmental issues, both in the
workplace and at home. Extensive training is offered
through the Environmental Training Institute
(ETI), which includes topics such as general EMS
awareness, regulatory-required trainings, and
general sustainability training on energy, waste,
and recycling. These trainings increase employee
awareness and provide the tools for staff to make
improvements in their daily responsibilities. EMS
ultimately empowers employees to voice their
concerns, bring attention to new issues, and
promote the continual improvement process.
Sharing of Best Practices
As an agency-wide program, EMS seeks to capitalize
on the existing best practices taking place at
various bus and rail maintenance facilities, and to
share those with other EMS facilities. For example,
maintenance staff at Division 10 developed an endof-shift checklist to focus on general housekeeping
and environmental due diligence on a daily basis.
This checklist proved successful for the division
when going through the EMS audit process. As
a result, the checklist was shared with other bus
facilities, and a checklist for Metro rail facilities was
also developed.
Other best practices include both formal and
informal procedures at the divisions to effectively
mitigate and manage their environmental impacts.
The development and dissemination of Standard
Operating Procedures (SOPs) have been enhanced
and are formally referenced in EMS documents.
These SOPs serve as a guide on proper procedures
for various activities impacting the environment.
:LWKYDULRXVGLYLVLRQVGHYHORSLQJVSHFLoF623VIRU
their facilities, those relevant to the EMS program
KDYHEHHQVKDUHGDQGDGDSWHGWRoWWKHQHHGVRI
the agency-wide program. This effort has resulted in
VWUHDPOLQLQJDQGJUHDWHUHIoFLHQF\LQUHVSRQGLQJWR
and mitigating recurring issues.
Capital Project Assistance
In conjunction with Metro’s energy, water, waste
and recycling, and climate initiatives, EMS offers
additional resources to facilities to implement
innovative pilot and full-scale projects and essential
resource saving measures. These measures are
designed to assist the agency in reducing its overall
environmental impact and operational cost. Through
ERWKoVFDODQGSURMHFWPDQDJHPHQWDVVLVWDQFH(06
staff coordinate with various Metro departments
to identify critical issues and opportunities for
improvement, seek funding for these projects,
and implement these projects in a timely manner.
Projects developed through the EMS program
include:
1. Sealed coolant recovery system to capture and
reuse anti-freeze from buses. The pilot facilities
were successful, and this system is expected
to be fully distributed to all bus maintenance
divisions in 2015.
2. Agency-wide policy guidance on the proper
KDQGOLQJDQGGLVSRVDORIEURNHQpXRUHVFHQW
tubes. A storage shed at Division 3 was
SXUFKDVHGIRUZDVWHpXRUHVFHQWOLJKWWXEHV7KH
division now keeps their new and waste light
WXEHVVHSDUDWHGDQGPRUHHIoFLHQWO\PDQDJHV
their universal waste until properly disposed.
3. Pilot project initiated at Division 3 to reduce
ZDWHUFRQVXPSWLRQDQGUHDVVHVVWKHHIoFLHQF\RI
the current bus wash system.
21
Metro’s 2015 Energy and Resource Report
5. 3
XUFKDVHRIDpDPPDEOHVWRUDJHFDELQHWDW
Division 11 to store hazardous materials when
not being used. This served as a strategy to
improve housekeeping in the shop, but also
reduced the amount of aerosol cans wasted
because employees check this cabinet before
obtaining new cans from stores.
6. Categorized bus wash activities as an
Environmental Aspect at Divisions 2, 5 and 15,
which is prompting Metro Operations to assess
overall water consumption patterns throughout
the agency and strategies to reduce impacts
associated with bus wash activities.
7. “Reduced bus wash schedule” initiative called
IRUGLYLVLRQVWRZDVKWKHHQWLUHEXVpHHWRQDQ
alternating schedule based on odd and even bus
numbers, rather than the daily washing of each
bus, to reduce agency-wide water consumption.
FUTURE INITIATIVES
Metro’s EMS program continues to evolve and
expand. As it is an agency-wide system, all of Metro’s
major facilities will be enrolled in the program by
2016. As Metro’s primary tool for environmental
compliance and operational sustainability, the
EMS program is incorporating the agency’s work
on energy (including Leadership in Energy and
(QYLURQPHQWDO'HVLJQ>/(('@&HUWLoFDWLRQ ZDWHU
resource management, waste and recycling, and
climate change to create an integrated approach to
environmental and sustainability management.
Through Metro’s EMS program, numerous systemwide initiatives have been developed as a response to
the Environmental Aspects selected at each division.
Innovative solutions continually emerge from this
program and affect decisions made throughout the
entire agency, such as the frequency with which
buses are washed, and programmatic guidance on
how to reduce, recycle, or reuse materials before they
become waste. The EMS framework is a dynamic
process that analyzes every component of the
division’s daily activities, systematically determining
the root cause of any environmental stressor.
Trainings offered through ETI help assess issues
arising from improper handling (user-error), while
coordination with other departments helps the Facility
Core Teams assess whether the technology used is
SHUIRUPLQJDFFRUGLQJWRLWVGHVLJQHGVSHFLoFDWLRQV
(structural). Through this comprehensive approach
to managing environmental assets and procedures,
Metro continues to demonstrate that saving money
and remaining in environmental compliance are
complementary byproducts of a robust and resilient
EMS program.
ENVIRONMENTAL MANAGEMENT SYSTEM
4. Canopies have been installed at multiple
EMS sites as a structural best management
practice for potential stormwater issues. In the
past, metal scrap bins and hazardous waste
accumulation areas have been exposed to the
elements.
22
CASE STUDY
Metro’s 2015 Energy and Resource Report
DIVISION 13
SUSTAINABILITY FEATURES
ENVIRONMENTAL MANAGEMENT SYSTEM
In February 2013, Metro started construction on
Division 13, a new Bus Maintenance and Operations
Facility on the corner of Cesar E Chavez Avenue and
Vignes Street. With Metro’s sustainability goals in
mind, several sustainability features were installed to
LQFUHDVHZDWHUDQGHQHUJ\HIoFLHQF\DWWKHGLYLVLRQ
The project includes a 275,000 gallon underground
cistern, designed to capture and recycle rainwater
for use at the bus wash facility. The green roof
garden, accessible to Metro employees, will improve
surrounding stormwater conditions, promote
improved air quality, and provide the building with
insulation. Additionally, 271 kilowatts (kW) of solar
panels will be installed to generate renewable energy
and reduce energy costs at the facility. These, along
ZLWKPDQ\RWKHUIHDWXUHVLQFOXGLQJUHpHFWLYHURRoQJ
ZDWHUHIoFLHQWLUULJDWLRQV\VWHPDQGVN\OLJKWVKDYH
SXWWKHSURMHFWRQWUDFNWREHFRPHD/(('&HUWLoHG
Gold Building. Construction on Division 13 is
anticipated to be completed in June 2015.
23
CASE STUDY
Metro’s 2015 Energy and Resource Report
PHOTOVOLTAIC TECHNICAL AND PREVENTATIVE
MAINTENANCE TRAINING PROGRAM
ENVIRONMENTAL MANAGEMENT SYSTEM
ACTION
Metro’s existing and future
sustainability assets, such as
photovoltaic (PV) systems,
should be maintained for
optimal performance. Innovative,
technology-based sustainability
solutions may create a need for
education and training.
In 2014, a training course on PV preventative maintenance was
GHYHORSHGVSHFLoFDOO\IRU0HWUR
VIDFLOLWLHVPDLQWHQDQFHFUHZVDQG
electricians who maintain the PV systems throughout the region. The
course covered the history and theory of PV, safety, and the newly
developed Preventative Maintenance Plan. Two instruction sessions and
on-site rooftop visits were offered. This training was rolled into the ETI
program, which houses the EMS course modules.
OUTCOME
CHALLENGE
Metro will continue to provide training sessions
for PV preventative maintenance in order to
continually educate and train Metro’s personnel.
Training sessions that focus on maintaining the
current facilities and preventing system failures
will provide for uninterrupted service and peak
performance, while allowing Metro’s personnel
to gain hands-on experience.
REPORTING
METHODOLOGY
As a founding member of the APTA Sustainability Commitment,
Metro follows the guidance provided by APTA to report and
track key indicators of sustainability. APTA’s Recommended
Practice of Quantifying and Reporting Transit Sustainability
Metrics provides the framework and methodology for the 2015
Energy and Resource Report and offers guidance for reporting
and tracking key indicators of sustainability. This Recommended
3UDFWLFHLGHQWLoHVQLQHVXVWDLQDELOLW\SHUIRUPDQFHPHWULFVWREH
reported on an annual basis, as follows: 1) Vehicle Miles Traveled
per Capita; 2) Unlinked Passenger Trips per Capita; 3) Operating
Expenses; 4) Water Use; 5) Energy Use; 6) Waste and Recycling; 7)
Criteria Air Pollutant Emissions; 8) GHG Emissions; and 9) GHG
Displacement.
26
Metro’s 2015 Energy and Resource Report
REPORTING METHODOLOGY
NORMALIZATION FACTORS
APTA also recommends that a transit agency
select normalization factors that “tell its story”
by providing context for its operations. The eight
possible normalization factors are: 1) passenger miles
traveled (PMT); 2) vehicle revenue hours (VRH); 3)
vehicle miles; 4) vehicle revenue miles (VRM); 5)
unlinked passenger trips (UPT); 6) produced seat
miles (PSM); 7) revenue vehicle length (RVL); and 8)
per capita in service area of operation. As one of the
nation’s largest transit agencies, Metro’s service area
encompasses more than 1,400 square miles of Los
Angeles County, with an estimated average weekday
ridership of over 1.35 million (bus and rail). Metro’s
FRUHPLVVLRQLVWRSURYLGHHIoFLHQWDQGHIIHFWLYHWUDQVLW
service to the Los Angeles region. This report focuses
on PMT, VRH, and UPT as the primary normalization
factors to measure Metro’s sustainability performance
and examine the balance between Metro’s service
expansion and sustainability impact.
Passenger Miles Traveled (PMT)
PMT is the sum of the distances traveled by all Metro
passengers. This metric directly shows the potential
VMT and associated GHG emission reductions.
,WKLJKOLJKWV0HWUR
VRSHUDWLRQDOHIoFLHQF\DQG
effectiveness as they relate to GHG reductions.
Vehicle Revenue Hours (VRH)
VRH refers to the total number of hours that
Metro’s vehicles are in revenue service (including
vehicles that operate in fare-free service). This metric
captures the effectiveness of the transit service.
Measuring Metro’s sustainability performance
through VRH helps to reveal how its overall
sustainability performance is impacted by the
transit service expansion. This metric enables the
FRPSDULVRQRIVXVWDLQDELOLW\HIoFLHQF\\HDUWR\HDU
regardless of the service size and scale.
Unlinked Passenger Trips (UPT)
837DOVRFDOOHGERDUGLQJVLVGHoQHGDVWKH
total number of times passengers board public
transportation vehicles, regardless of whether
the boarding results in one trip or multiple trips.
This metric captures the scale and effectiveness
of Metro’s transit service. It helps to reveal the
relationship between Metro’s efforts to attract
passengers and increase service productivity and the
resulting impact on the sustainability performance
brought on by such efforts.
27
GHG METHODOLOGY
Emissions of all applicable GHGs have been
accounted for in this report. Given that each GHG
has a different Global Warming Potential (GWP),
total emissions were reported in units of MT CO2e,
which are derived by multiplying the tonnage of
individual GHGs by their respective GWP. GHG
HPLVVLRQVDUHVSHFLoFWRFHUWDLQW\SHVRIDFWLYLWLHV
For example, burning fossil fuels produces emissions
of carbon dioxide (CO2), nitrous oxide (N2O), and
methane (CH4). On the other hand, GHGs such
DVVXOIXUKH[DpXRULGH 6) SHUpXRURFDUERQV
3)&V RUK\GURpXRURFDUERQV +)&V DUHXVHGDV
HQGSURGXFWVLQHTXLSPHQWIRUWKHLULQVXODWLQJoUH
suppressing, or refrigerating properties, and it is only
when these substances leak into the atmosphere
that they are accounted for in GHG inventories. If
Metro’s future operations result in emissions of
additional GHGs, they will be included in future
inventory reports as applicable.
In general, the GHG emissions calculations for
the years 2012, 2013, and 2014 use the same
methodology as recommended by APTA. The GHG
emission calculations for years prior to 2012 may
have used a different methodology. For the years
prior to 2012, the following discrepancies may exist:
> Omissions of CH4 and N2O emissions from
FRQWUDFWHGUHYHQXHJHQHUDWLQJYHKLFOHpHHW
> The use of slightly different emission factors for
CH4 and N2O emissions from electricity, diesel,
and gasoline consumption.
> The use of slightly different conversion factors for
units of fuel quantities.
> Omissions of GHG emissions associated with
water services-related electricity consumption.
> The use of slightly different average vehicle fuel
economy factors for calculating GHG displacement.
> The use of slightly different emission factors for
CH4 and N2O emissions for GHG displacement
calculations.
> Potential over-counting of emissions from gasoline
and diesel consumption of Metro’s non-revenue
vehicles.
> Over-counting of emissions from refrigerants;
VSHFLoFDOO\WKHUHIULJHUDQW5DOVRNQRZQDV
HCFC-22. R-22 is an ozone-depleting substance and
is not required to be reported as a GHG because it
is regulated by a different environmental standard.
,QVRPHVSHFLoFDUHDV*+*PHWKRGRORJ\XVHGLQ
this 2015 report differs slightly from previous years.
The GHG calculations included some new data
sources that may not have been included in previous
\HDUV6SHFLoFDOO\*+*HPLVVLRQVIURPUHIULJHUDQW
FRQVXPSWLRQLQYHKLFOHVZHUHTXDQWLoHGLQWKH
data; whereas in past years, this source of emissions
was not included. Furthermore, the 2014 calculations
used the updated GWP values for refrigerants as per
new guidance from the Climate Registry and updated
GWP values for methane and nitrous oxide as per
2014 U.S. Environmental Protection Agency (EPA)
guidance. For comparison purposes, the emissions
from refrigerants in last year’s 2014 Metro Energy
and Resource Report were updated with the new
GWP values to identify the main drivers of change in
refrigerant emissions from 2013 to 2014. However,
it should be noted that the GWP values in the
inventories prior to 2013 have not been updated.
REPORTING METHODOLOGY
Major facilities at Metro help support Metro’s delivery
of transit services to Los Angeles County. At the
same time, they also account for a large portion of
Metro’s overall environmental and resource footprint.
Measuring Metro’s sustainability performance at the
major facility level in terms of water and electricity has
been included in Metro’s annual sustainability report
for the last few years. Sustainability performance
DQGDQHIoFLHQF\FRPSDULVRQDQDO\VLVKDYHEHHQ
expanded in this report by major facilities (divisions)
for all metrics with available data. This division-level
performance measurement and analysis tie the
SHUIRUPDQFHRIDGLYLVLRQ
VRSHUDWLRQWRLWVIXOoOOPHQW
of sustainability goals and objectives.
> Omissions of CH4 and N2O emissions from
0HWURRZQHGUHYHQXHJHQHUDWLQJYHKLFOHpHHW
Metro’s 2015 Energy and Resource Report
DIVISION-LEVEL ANALYSIS
28
Metro’s 2015 Energy and Resource Report
REPORTING METHODOLOGY
The GHG methodology also included some new
assumptions to comprehensively account for
emissions from all relevant sources. For example,
in the category of contracted bus services, the
data received from one of Metro’s contractors,
Southland Transit, Inc. (STI), only included
information on vehicle miles traveled and not fuel
consumption. To account for emissions from fuel
consumption, average fuel economies for the bus
W\SHVLQ67,
VpHHWZHUHFDOFXODWHGDQGXVHGWR
estimate fuel consumption by dividing the vehicle
miles traveled by the average fuel economies. For
comparison purposes, the emissions from STI’s fuel
consumption in last year’s 2014 report were updated
to allow for a more accurate understanding of the
trend in emissions from contracted bus services
between 2013 and 2014.
A NOTE ON THE DATA
Analyzing the environmental performance of an
agency as large and complex as Metro involves
the collection of large amounts of data from many
sources. The best data available as of April 2015
that provided an accurate analysis of the agency’s
performance were used for this report. However, the
following data inconsistencies were encountered that
should be addressed in future reports:
> Limited Sub-meter Program: Because a few of
Metro’s current utility meters monitor several
buildings within a division (for example), it
LVGLIoFXOWWRDFFXUDWHO\LGHQWLI\WKHVRXUFHRI
increasing or decreasing energy usage within
DVSHFLoFGLYLVLRQ6XEPHWHUVDUHFXUUHQWO\
being installed at a number of divisions so more
accurate data will be available for subsequent
reports.
> Meter Discrepancies: Water billing and electricity
use were provided by meter address, which does
QRWDOZD\VPDWFKWRDVSHFLoFGLYLVLRQPDMRU
facility. Metro’s sub-meter program is actively
characterizing and inventorying all utility meters
IRUPRUHDFFXUDWHUHSRUWLQJDQGYHULoFDWLRQ
This report distinguishes four types of major
facilities based on functionality and operations:
rail yards, bus divisions, other maintenance, and
29
Metro’s 2015 Energy and Resource Report
REPORTING METHODOLOGY
administrative buildings. A total of 21 locations are
considered as major facilities including Divisions
1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 15, 18, 20, 21, 22, 30,
34, 60, 66, and 99.
> Reconciled Missing Data: In the 2014 report, water
and facility electricity consumption and cost data
for some of 2013 were based on a projection due
to missing Los Angeles Department of Water
and Power (LADWP) data. For the 2015 report,
the missing LADWP data were made available
DQGWKHGDWDUHFRQFLOHGWRUHpHFWDFWXDO
consumption. Therefore, the 2015 report includes
reconciled 2013 consumption data, rather than the
projections used last year. It should be noted that
while the projections for the missing water and
facility electricity consumption data varied from
the actual data, the margin of error was minor. The
2013 projected water use was 1.9% less than the
actual water use. Additionally, the projected water
cost was 2.1% less than the actual water cost. For
facility electricity, the 2013 projected electricity use
was 3% less than the actual electricity use, and the
projected electricity cost was 4.1% less than actual
electricity cost.
> Other Providers: Prior to 2012, only water data
from Metro’s main water supplier, LADWP, were
analyzed. Beginning in 2012, water consumption
data included LADWP and other providers, which
include Pasadena Water and Power (PWP),
California Water Services, Park Water Company,
Golden State Water Company, and other municipal
providers.
> New Transit Category - Rapid Bus: A new transit
category of Rapid Bus was included in the
National Transit Database (NTD) data beginning
LQ7KLVUHpHFWVWKHUHFHQWO\DGGHG2UDQJH
Line Extension with dedicated busway offering
improvements to north-south mobility in the
western San Fernando Valley and connecting
the Orange Line with Amtrak and Metrolink. In
DGGLWLRQ17'GDWDDUHUHSRUWHGRQDoVFDO\HDU
basis instead of a calendar year.
> All dollars presented in this report are 2014 U.S.
dollars, unless otherwise noted.
ACCOMPLISHMENTS
Throughout 2014, Metro actively pursued sustainable programs,
strategies, and action items consistent with the City of Los
Angeles’ Sustainability City pLAn in an effort to maximize
WUDQVSRUWDWLRQVHUYLFHHIoFLHQF\DFFHVVVDIHW\DQGSHUIRUPDQFH
while minimizing energy use, consumption, pollution, and the
generation of GHG and other waste. Those efforts are discussed
by indicator area, along with the sustainable strategies that
were recommended in the previous sustainability report and the
accomplishments achieved in 2014. Many sustainable strategies
are considered relevant and ongoing; therefore, they are carried
forward on an annual basis. Each accomplishment is a validation of
0HWUR
VFRPPLWPHQWWRLQFUHDVLQJWKHLUVXVWDLQDELOLW\HIoFLHQF\
and environmental performance. Nine key accomplishment areas
for 2014 are summarized below. More details on the programs
DQGVSHFLoFVWUDWHJLHVLPSOHPHQWHGDQGDFFRPSOLVKHGLQDUH
itemized in the chapters corresponding to the indicator topics.
32
Metro’s 2015 Energy and Resource Report
KEY ACCOMPLISHMENT AREA 1: CONTINUED
CAPITAL IMPROVEMENT PROJECTS
The development of new facilities allows for the
opportunity to implement sustainable systems
within the project design. Three new facilities
are expected to be completed in 2015 and 2016
that incorporate sustainable elements, such as a
green roof and a rainwater capture cistern. Metro
continues to support sustainable planning, design,
and construction of the following capital projects:
ACCOMPLISHMENTS
> Division 13 – New Bus Maintenance Division
> Expo Yard – Rail Maintenance Facility in
conjunction with Expo Line Phase 2
> Monrovia Yard – Rail Maintenance Facility for
Foothill Extension
KEY ACCOMPLISHMENT AREA 2:
ENVIRONMENTAL MANAGEMENT SYSTEM AND
ISO 14001 CERTIFICATION
Subsequent to receiving Platinum recognition from
APTA for leadership in sustainability as a signatory
of the APTA Sustainability Commitment in 2012,
Metro continues to strive for higher standards in all
aspects of its operations. In 2014, Metro continued
to implement their agency-wide EMS, with the goal
that all Metro facilities be enrolled in the program by
2016. This program offers a continual improvement
process that engages operational activities at all levels
to identify best practices and strategies in reducing
HQYLURQPHQWDOLPSDFW.H\EHQHoWVRIWKLVLQLWLDWLYH
include improved environmental compliance at
the operational facilities level; improved employee
awareness of sustainability issues and resource
conservation needs; shared best practices; and access
to additional resources to support innovative capital
projects as pilot efforts.
With the continued implementation of EMS, key
Metro facilities are being selected to comply with
,62&HUWLoFDWLRQUHTXLUHPHQWV$VDSLORWVLWH
Division 20 and Location 61 (Red Line Yard) received
,62 &HUWLoFDWLRQLQ7KHSURJUDP
has since expanded to several more facilities including
Divisions 3, 5, 7, 9, and 10 (bus facilities); Location 30
Central Maintenance Facility (CMF); Division 11 (Blue
Line Yard); Division 21 (Gold Line Yard); and Division
22 (Green Line Yard). Metro continues to implement
an aggressive schedule of enrolling the remaining bus
and rail divisions by 2016.
KEY ACCOMPLISHMENT AREA 3: INSTALLATION
OF SUB-METERING SYSTEM, TIMERS, AND
OTHER AUTO-CONTROL SYSTEMS
In 2014, additional practices and measures were
implemented at the facility level to better understand
WKHVSHFLoFHQHUJ\QHHGVRIWKHIDFLOLW\ZKLOH
addressing environmental awareness and resource
conservation. Sub-metering systems for water and
electricity were installed at Division 20 and Division
21. This accomplishment allows more detailed
tracking and analysis at these major facilities for
improved performance in the future. Sub-meter
design plans have been completed for Divisions 3,
11, 18, 22, and Location 60.
KEY ACCOMPLISHMENT AREA 4:
DEVELOPMENT OF DIVISION-SPECIFIC
PROGRAMS
More customized planning and programming was
developed for major facilities at Metro in 2014.
7KHVSHFLoFIXQFWLRQVRSHUDWLRQVDQGQHHGVDW
the division level were evaluated to ensure that the
programs are appropriate and effective for reducing
UHVRXUFHFRQVXPSWLRQDQGLPSURYLQJHIoFLHQF\
These include:
> A Linear Kinetic Cell technology pilot project
was completed to analyze water reduction
opportunities. Divisions 5 and 18 were selected
as a result of the study to demonstrate the
application of the technology.
> Energy opportunity assessments were completed
at CMF and Divisions 3, 7, 9, 11, 15, and 22.
> $VHULHVRIOLJKWLQJUHWURoWVDQGXSJUDGHVRFFXUUHG
at selected locations, including Divisions 11 and 22.
> Division 3 purchased a storage shed for waste
pXRUHVFHQWOLJKWWXEHVWRVWRUHQHZDQGZDVWHOLJKW
WXEHVVHSDUDWHO\DQGPRUHHIoFLHQWO\PDQDJH
their waste.
33
Metro’s 2015 Energy and Resource Report
ACCOMPLISHMENTS
KEY ACCOMPLISHMENT AREA 5:
IDENTIFICATION AND CAPTURE OF
RENEWABLE ENERGY OPPORTUNITIES
To further offset emissions associated with energy
use, Metro continues to implement comprehensive
HQHUJ\HIoFLHQF\XSJUDGHVLQFOXGLQJOLJKWLQJDQG
heating, ventilation, and air conditioning (HVAC)
upgrades, and renewable energy installations at
multiple bus and rail divisions. A scope of work was
developed for the solicitation of a PV Power Purchase
Agreement (PPA) Provider for a bundled solar power
project at Divisions 9, 11, and 22 and the Expo Yard.
Metro is also currently exploring the feasibility of
constructing a structure over selected bus division
yards for the installation of PV panels, lighting, and
to provide shade for the buses. In addition, lighting
UHWURoWVZHUHFRPSOHWHGDW'LYLVLRQVDQG
which involved installing light-emitting diods (LED)
lights in rail tunnels.
Metro completed the installation of the Wayside
Energy Storage Substation (WESS) along the Red
/LQHDWWKH:HVWODNH0F$UWKXU3DUN6WDWLRQ:(66
XVHVp\ZKHHOWHFKQRORJ\WRKROGHQHUJ\DQGFRQYHUW
it to electric power through the use of a high speed
electric motor or generator. This regenerative
technology allows the Red Line to store the energy it
generates when the train decelerates and redistribute
it for use when the train accelerates. With the
success of the Red Line WESS, Metro plans to install
another substation along the Gold Line for additional
renewable energy opportunities.
Metro staff continued to pursue the procurement
of biomethane after Board direction in May
2014. Procurement is underway and expected
to be completed in fall 2015. The Biomethane
Implementation Plan, originally approved by the
Metro Board in June 2013, outlines strategies to
transition to renewable natural gas that is made
ZLWKWKHVDPHIXHOVSHFLoFDWLRQVDV&1*ZKLFKLV
FXUUHQWO\XVHGWRIXHOWKH0HWUREXVpHHW%HFDXVH
ELRPHWKDQHFRPHVIURPODQGoOOVGDLU\GLJHVWHUV
and wastewater treatment plants, Metro can
VLJQLoFDQWO\UHGXFHWKHFDUERQIRRWSULQWRILWVWUDQVLW
operations with no operational changes.
KEY ACCOMPLISHMENT AREA 6: INCREASED
LEED-CERTIFIED FACILITIES
Metro continues to pursue LEED recognition for
additional buildings within the current portfolio.
In 2014, Metro successfully obtained LEED Silver
&HUWLoFDWLRQDW'LYLVLRQ
34
Metro’s 2015 Energy and Resource Report
ACCOMPLISHMENTS
Additionally, the process has been initiated to
pursue LEED For Existing Buildings, Operations
DQG0DLQWHQDQFH /(('(%20 &HUWLoFDWLRQDW
Divisions 7 and 30. The soon-to-be completed Gold
Line Operations Campus also includes sustainability
features that will qualify the building for future LEED
*ROG&HUWLoFDWLRQ
KEY ACCOMPLISHMENT AREA 7: ENHANCED
OUTREACH PROGRAMS AND AWARENESS
EDUCATION
Metro recognizes the importance of education
and awareness building amongst all employees to
develop a more sustainable practice in the long term.
As part of this effort, Metro conducted 29 Energy
and Water Conservation Awareness and Recycling
trainings throughout the year. As a result, over 725
staff members were trained. Staff also participated in
programs such as the Air Resources Board’s (ARB)
Low Carbon Fuel Standard (LCFS) program. This
UHVXOWHGLQWKHoUVWHYHU/&)6FUHGLWWUDQVDFWLRQ
which deposited funds into the newly created
“Green Fund.” The Green Fund promotes long-term
maintenance of sustainability-related assets. It is
Metro’s goal to continue to optimize the revenue
from LCFS credits through sales.
Innovative, technology-based sustainability solutions
may create a need for education and training.
In 2014, a training course on PV preventative
PDLQWHQDQFHZDVGHYHORSHGVSHFLoFDOO\IRU0HWUR
V
facilities maintenance crews and electricians. The
course covered the history and theory of PV, safety,
and the newly developed preventative maintenance
plan. Two instruction sessions and on-site rooftop
visits were given. This training was rolled into the ETI
program, which houses all EMS course modules.
KEY ACCOMPLISHMENT AREA 8: ENHANCED
WASTE MANAGEMENT PROGRAM
Metro continues to focus on reducing its chemical,
non-hazardous liquid, oil usage, and associated
waste. In 2014, Metro completed the procurement
of coolant recovery systems at all bus divisions.
This system now allows bus facilities to reuse the
anti-freeze from buses. The coolant recovery system
FRQVLVWVRIUHPRYLQJFRQWDPLQDQWVWKURXJKoOWUDWLRQ
and restoring the coolant’s properties with additives.
The implemented coolant recovery system not only
reduces the cost of purchasing new coolant, but
ultimately conserves resources.
In addition, Metro completed solid waste and
recycling audits at eight major facilities to better
understand Metro’s waste production and diversion
rates. As a result, multiple divisions have acquired a
cardboard compactor, while others, such as Division
7, recycle ferrous and nonferrous metals. The
monthly diversion reports and rate sheets provided
35
Metro’s 2015 Energy and Resource Report
KEY ACCOMPLISHMENT AREA 9: PILOT
SUSTAINABILITY DEMONSTRATION
PROJECTS
Innovation and new technology breakthroughs
continue to push for increased sustainability
achievements. As a leader in sustainability amongst
transportation agencies nationwide, Metro is
proactively working with professionals and specialists
WRoQGRSSRUWXQLWLHVIRUQHZSLORWSURMHFWV,Q
Metro established an alternate bus washing schedule
pilot program at Divisions 8 and 15. The program
involves washing buses every other day rather than
daily. Water reductions have already been recognized
and, as a result, the program has been rolled out to all
bus divisions. Metro will implement the program at all
rail yards in the future.
Beginning in 2013, a lighting pilot project was
LQWURGXFHGWRWKHWKpRRURI0HWUR+HDGTXDUWHUV
The pilot program involved monitoring electrical
consumption with sub-meters as various types of LED
SURGXFWVZHUHLQVWDOOHGWKURXJKRXWWKHpRRU'DWD
from the sub-meters revealed a reduction in energy
consumption by up to 51% from the baseline. In
addition, qualitative surveys were completed by Metro
employees and 90% of respondents preferred the
QHZo[WXUHV+RZHYHUWKLVHQHUJ\UHGXFWLRQYDULHG
which reinforces the need for integrated lighting
FRQWUROVLQDGGLWLRQWRHQHUJ\HIoFLHQWOLJKWo[WXUHV
These lessons have been incorporated into the current
project to replace the entire building’s lighting system.
As global discussions of climate change impacts
evolve, improving the resilience of critical
infrastructure has moved to the forefront of Metro’s
priorities. In 2014, Metro began developing a
resiliency indicator framework to calculate asset
resilience. In coordination with internal stakeholders
such as Corporate Safety and Risk Management,
3ODQQLQJDQG2SHUDWLRQVWKHPHWULFVZHUHUHoQHG
WRUHpHFW0HWURUHOHYDQWQHHGVDQGYXOQHUDELOLWLHV
Then, the framework was tested with a variety of
FDVHVWXGLHVUHpHFWLQJVRPHRI0HWUR
VPRVW
critical or obvious vulnerabilities, in order to verify
the framework’s consistency and dependability
DFURVV0HWUR
VDVVHWV7KHoQDOUHVLOLHQF\LQGLFDWRU
framework tool contains two dimensions, technical
and organization, which include roughly 60 indicators.
The resiliency indicator framework can be utilized to
evaluate the physical ability of the system to perform,
or the overall ability of the organization to take actions
in preparation for or in response to a hazard event.
ACCOMPLISHMENTS
by the contractor allow Metro to effectively manage
data. Metro can now measure how much waste is
produced agency-wide, analyze what programs work
and which need improvement, and set targets for the
agency to reduce its consumption of products and
natural resources. As an ongoing effort, Metro plans
to complete waste and recycling audits at all bus and
rail divisions to explore additional opportunities to
LPSURYHODQGoOOGLYHUVLRQUDWHV
36
CASE STUDY
Metro’s 2015 Energy and Resource Report
METRO RAIL’S GOLD LINE
OPERATIONS CAMPUS
ACCOMPLISHMENTS
The Gold Line Operations Campus is being built
as part of the 11.5-mile Metro Gold Line Foothill
Extension project. The campus is located on 24 acres
of land in the City of Monrovia and is expected to
house 84 light rail vehicles. The Operations Campus
will provide full maintenance and operational
support for the Gold Line and other Metro Rail
light rail lines. The $265 million project includes
sustainability features that will qualify it for future
/(('*ROG&HUWLoFDWLRQLQFOXGLQJDN:VRODU
panel array that will generate an average of 22,000
kilowatt hours (kWh) of electricity a month. In
addition, drought-tolerant landscape and smart
technologies will reduce water used for irrigation by
ZKLOHDQHZVWRUPZDWHUFROOHFWLRQDQGoOWUDWLRQ
system will capture and treat up to 112,000 gallons
of rainfall. Once completed and operational, these
sustainability features are expected to reduce energy
consumption by 32.5% and reduce water usage by
35% when compared to a traditional facility of its
size. The Operations Campus is expected to be
completed by the Gold Line Foothill Construction
Authority and turned over to Metro in summer 2015.
37
Metro’s 2015 Energy and Resource Report
ACCOMPLISHMENTS
HOW DID WE DO?
Metro’s environmental performance throughout 2014 is
assessed by our performance in each indicator area. This
analysis provides Metro the data to track progress from year
to year, as well as to set new targets, establish strategies, and
recommend goals for future years. Each indicator section presents
accomplishments achieved in 2014 followed by general indicator
information. Annual performance data are also described and
presented graphically. Finally, next steps are provided for future
implementation.
40
HOW DID WE DO?
VEHICLE MILES TRAVELED
PER CAPITA
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
41
Metro’s 2015 Energy and Resource Report
VMT has been on a downward trend since 2007,
despite the increasing population. This reduction in
VMT per capita is attributable to a number of factors,
including Metro’s increased focus on improving
WUDQVLWVHUYLFHHIoFLHQF\DQGFRQYHQLHQFH7KH
provision of transit services allows for increased
opportunities for mobility and accessibility for the
general public, while also offering alternative transit
options for single-occupant vehicle drivers.
1. 2014 data are currently unavailable.
Figure 2: Annual VMT Per Capita VS Growth
Population1
9,000
10.0
8,600
9.9
8,400
9.8
8,200
9.7
8,000
9.6
7,800
7,600
9.5
Annual VMT per Capita
LA County Population
LA County Population (millions of people)
10.1
8,800
VehicleMiles7UDYHOHGperCapita
According to the State Department of Finance’s
adjusted annual population estimate, the total
population of Los Angeles County increased 2.3%
between 2003 and 2013, from 9.79 million to 10.0
million. According to the Highway Performance
Monitoring System (HPMS) California Public Road
Data, 218.7 million vehicle miles were traveled
daily in 2003 within Los Angeles County, which
decreased to 215.8 million in 2013.1 This constitutes
a 1.3% decrease in VMT compared to a 2.3% total
population growth over the past 10 years. The VMT
per 1,000 capita decreased from 8,152 in 2003 to
7,867 in 2013 (Figure 2).
HOW DID WE DO?
OVERALL PERFORMANCE
42
HOW DID WE DO?
UNLINKED
PASSENGER TRIPS
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
43
Metro’s 2015 Energy and Resource Report
HOW DID WE DO?
Figure 3: Historic Boardings by Transit Mode
OVERALL PERFORMANCE
600
In 2014 Metro experienced a 1.7% decrease in overall
ridership, from approximately 476 million boardings
in 2013 to approximately 468 million boardings
(Figure 3)7KLVFRQVWLWXWHVWKHoUVWGHFOLQHLQ
ridership since 2011. The largest declines in ridership
occurred in Bus Rapid Transit (BRT) and Metrooperated bus service, which experienced ridership
decreases of 4.1% and 2.8%, respectively. Heavy and
light rail experienced slight decreases of 1.6% and
0.9%, respectively.
Non-Metro-operated bus service and vanpool were
the only transit modes that experienced increases in
ridership, growing by 17.4% and 11.9%, respectively
(Table 2). These increases may be correlated to the
decrease in ridership of BRT and rail services, as well
as the expansion of non-Metro-operated bus and
Boardings (Millions)
500
400
300
200
100
0
Vanpool
Rapid Bus
Bus Not Operated by Metro
Bus Operated by Metro
Light Rail
Heavy Rail
vanpool services. Although the ridership decreases
for BRT and rail services can be attributed to a variety
of factors, the recent recovery from the economic
downturn that began in 2008, coupled with lower
Table 2: Historic Boarding by Transit Mode
2007
2008
2009
2010
2011
2012
2013
2014
Heavy Rail
41 M
44 M
47 M
48 M
46 M
48 M
50 M
49 M
Light Rail
41 M
43 M
46 M
46 M
49 M
54 M
64 M
63 M
399 M
374 M
373 M
353 M
344 M
346 M
336 M
327 M
14 M
13 M
13 M
13 M
13 M
14 M
14 M
16 M
-
-
-
-
-
7.8 M
9.1 M
8.7 M
0.1 M
1.8 M
2.5 M
2.7 M
3M
3.4 M
3.6 M
4.1 M
Bus Operated by Metro
Bus Not Operated by Metro
Rapid Bus
Vanpool
M = Million Boardings
44
Figure 4: Boardings by Transit Mode
3%
Bus service remains the dominant transit mode
among Los Angeles County’s transit rider
population, with 73% of transit trips occurring by bus
in 2014 (Figure 4). Similar to last year, heavy rail and
light rail combined account for 24% of total transit
trips.
Vanpool service experienced a 11.9% increase in
ridership, which equates to an average annual
JURZWKRIDSSUR[LPDWHO\RYHUWKHODVWoYH\HDUV
With a 17.4% increase in ridership, non-Metrooperated bus service became the transit service with
the fastest-growing ridership in 2014. This trend
aligns with Metro’s commitment to provide a variety
of transit options, such as the vanpool service and
other purchased transportation options.
BRT service was reported as a separate transit mode
starting in 2012, and showed a 4.1% decrease in
ridership from 2013. Similar to last year, Metrooperated bus service experienced a 2.8% decrease in
ridership in 2014. This trend of shrinking traditional
bus ridership as a portion of Metro’s overall transit
services has been consistent for the last 10 years.
Despite the overall increase in total transit ridership
since 2003, the proportion of the Metro bus services
has dropped 8% during that time period, which
can be attributed to expanded services in rail and
vanpool transit modes.
1%
Heavy Rail
13%
Light Rail
Bus Operated by Metro
Bus Not Operated by
Metro
Rapid Bus
70%
Vanpool
Figure 5: Unlinked Passenger Trip Per Capita VS
Population Growth
60
10.1
50
10.0
40
9.9
30
9.8
20
9.7
10
9.6
0
9.5
Unlinked Passenger Trip per Capita
LA Country Population (millions of people)
HOW DID WE DO?
TRANSIT MODE
2%
10%
The trend for VRH shows an increase of 3.3% from
2013. This constitutes the second consecutive year
RILQFUHDVHVLQ95+7KHPRVWVLJQLoFDQWLQFUHDVHLQ
revenue hours occurred in vanpool and BRT services,
with increases of 12% in 2014 as compared to 2013.
Historically, the trend for VRH has generally followed
the ridership trend. However, the increase in VRH
is not consistent with ridership since ridership
decreased 1.7% in 2014.
Trips per Capita
Metro’s 2015 Energy and Resource Report
gasoline prices, may have played a role in a greater
number of Los Angeles residents driving rather than
using Metro transit services.
LA County Population
UNLINKED PASSENGER TRIPS
PER CAPITA
Historically, data for unlinked passenger trips per
capita show that ridership increased rapidly despite
the decrease in regional population between 2005
and 2007. More recently, unlinked passenger trips
per capita show that ridership decreased despite the
increase in regional population between 2009 and
2011, and again between 2013 and 2014. Overall,
ridership per capita has remained steady at 46 to 48
WULSVSHUFDSLWDRYHUWKHODVWoYH\HDUVGHVSLWHWKH
2% population growth pace since 2010 (Figure 5).
45
CASE STUDY
Metro’s 2015 Energy and Resource Report
“GO METRO
TO FARMERS’
MARKET”
CAMPAIGN:
FARMERS’
MARKET
UPDATE
HOW DID WE DO?
ACTION
After last year’s kick-off of
Metro’s Blue Line Farmers’
Market, located in the MLK
Transit Center adjacent to the
Compton Station, Metro seeks to
further expand its involvement in
providing access to fresh, healthy
food along its transit systems.
In preparation for the Blue Line Farmers’ Market, Metro conducted a
survey of active, existing farmers’ markets. It became apparent that an
abundance of farmers’ market options existed throughout Los Angeles.
7KXV0HWURLGHQWLoHGPDUNHWVZLWKLQZDONLQJGLVWDQFH PL IURP
Metro rail stations in order to bridge the gap between fresh food
resources and transit mobility.
OUTCOME
CHALLENGE
In 2014, Metro launched the “Go Metro to
Farmers’ Markets” website. The interactive map
on the website allows users to pick the market
closest to their station of choice. The website
also provides a list of farmers’ markets, and
includes information such as time, seasonal
schedule, location, and directions. The market
list is organized by region and transit line so
that Metro patrons can easily navigate their way
to these markets. Through this initiative, Metro
connects its riders to fresh, healthy food options
while also promoting sustainable transportation.
The website can be visited at PHWURQHWULGLQJ
IDUPHUVPDUNHWV.
46
HOW DID WE DO?
OPERATING EXPENSES
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
47
96
390
94
380
92
370
90
360
88
350
86
340
84
330
82
320
80
310
78
Boardings per $1,000
Revenue Miles per $1,000
Boardings per $1,000
400
Revenue Miles per $1,000
Figure 7: Boardings by Transit Mode
3%
2%
1%
10%
Heavy Rail
13%
Light Rail
Bus Operated by Metro
Bus Not Operated by
Metro
Rapid Bus
OVERALL PERFORMANCE
70%
In 2014, overall boarding for all transit modes
decreased 1.7% and overall PMT increased 1.5%
from 2013. In 2014, Metro’s operating expenses
were approximately $2.93 per boarding, which
represents a 3.5% increase (10 cents) from 2013 after
DGMXVWLQJIRULQpDWLRQ0HWUR
VRSHUDWLQJH[SHQVHV
were approximately $10.73 per revenue mile, which
represents a 1% decrease (9 cents) from 2013.
Overall, the number of boardings per $1,000 of
operating expenses has decreased since 2012,
UHVXOWLQJLQDUHGXFWLRQLQRSHUDWLQJH[SHQVHHIoFLHQF\
per boarding (Figure 6). However, the operating
H[SHQVHHIoFLHQF\SHUUHYHQXHPLOHKDVUHPDLQHG
steady since 2008 at approximately 93 revenue miles
per $1,000.
Over 68% of Metro’s operating expenses were spent
on bus service, which accounted for 73% of Metro’s
total ridership in 2014 (Figure 7 and Figure 8). In
2012, a new category was added for Metro-operated
BRT, which constitutes approximately 2% of the
1. Metro 2009 Long Range Transportation Plan.
Vanpool
Figure 8: Operating Expenses by Transit Mode
2%
3%
1%
Heavy Rail
10%
Light Rail
19%
Bus Operated by Metro
Bus Not Operated by
Metro
Rapid Bus
65%
Vanpool
overall boarding and operating expenses. Light rail
continues to be the only transit mode whose portion
of ridership contribution is less than its portion of
operating expenses.
HOW DID WE DO?
As a key component of the sustainability triple bottom
line (economic, environmental, and social), operating
H[SHQVHVDQGHIoFLHQF\DUHLPSRUWDQWLQGLFDWRUVWKDW
UHpHFWWKHDJHQF\
VHFRQRPLFVXVWDLQDELOLW\JRDOV
This section analyzes the trend of Metro’s overall
RSHUDWLQJFRVWVDQGHIoFLHQF\IRUHDFKWUDQVLWPRGHLQ
2014 compared to previous years.
Figure 6: +LVWRULF2SHUDWLQJ([SHQVH(IoFLHQF\
Metro’s 2015 Energy and Resource Report
As one of the largest transportation agencies in
the country, Metro is dedicated to the continuous
GHYHORSPHQWRIDQHIoFLHQWDQGHIIHFWLYH
transportation system for Los Angeles County.
There are approximately 10 million residents in Los
Angeles County today, and it is expected to grow
to 13.1 million by 2040.1 To meet the demand of a
growing community, Metro aims to add and improve
transportation amenities throughout the County
to increase boarding and passenger miles, while
committing to reduce associated GHG emissions and
recycle internal waste streams.
48
Bus Service
In 2014, Metro-operated bus service had
approximately 366 boardings per $1,000 operating
cost, which is approximately 5 less boardings than in
2013, but 8 more boardings than in 2010 (Figure 9).
In 2014, non-Metro-operated bus had approximately
402 boardings per $1,000 operating cost, which is
44 more boardings than in 2013, a 12% increase in
HIoFLHQF\$GGLWLRQDOO\LQQRQ0HWURRSHUDWHG
bus experienced its highest number of boardings per
$1,000 operating cost since 2002. This coincides
with the 17% increase in non-Metro operated bus
ridership from 2013 to 2014.
Figure 9: Boardings Per $1,000 Operating Cost
500
400
Boardings
Metro’s 2015 Energy and Resource Report
600
300
200
100
0
HOW DID WE DO?
Heavy Rail
Light Rail
Bus Operated by Metro
Bus Not Operated by Metro
Rapid Bus
Vanpool
In terms of revenue miles per operating cost, there
were 76 revenue miles traveled per $1,000 operating
cost, which is a slight increase from 2013 at 75
revenue miles (Figure 10). Non-Metro-operated bus
experienced a decrease in revenue miles traveled
per operating cost at 136 revenue miles per $1,000
operating cost in 2014 compared to 142 revenue
miles in 2013.
250
2,500
200
2,000
150
1,500
100
1,000
50
Boardings (Vanpool)
Boardings (non-Vanpool)
Figure 10: Revenue Miles Per $1,000 Operating
Cost
500
0
0
Heavy Rail
Light Rail
Bus Operated by Metro
Bus Not Operated by Metro
Rapid Bus
Vanpool
HEAVY RAIL
EXPERIENCED
A SIGNIFICANT
INCREASE OF 12.9%
IN OPERATING
EFFICIENCY IN
2014.
Light Rail
Boardings per operating expense for light rail
decreased to 244 boardings in 2014 compared to
267 boardings in 2013 (Figure 9). This 8% decrease
LQHIoFLHQF\IURPWRFRQWUDVWVZLWKWKH
LPSURYHPHQWLQHIoFLHQF\WKDWRFFXUUHGIURP
to 2013. This may be attributed to the increasing
costs of operation coupled with a decrease in light
rail ridership (approximately 600,000 less boardings
than 2013). In terms of revenue miles, there were
approximately 54 revenue miles per $1,000 operating
expense in 2014 compared to 55 boardings in 2013.
The slight decrease in revenue miles represent a 3%
GHFUHDVHLQHIoFLHQF\FRPSDUHGWR(Figure 10).
Heavy Rail
Historically, boardings per operating expense for
KHDY\UDLOKDYHpXFWXDWHGDURXQGDSSUR[LPDWHO\
400 boardings per $1,000 operating cost, while
experiencing decreases each year since 2010.
However, in 2014, boarding per operating expense
H[SHULHQFHGDPRUHVLJQLoFDQWGHFUHDVHRI
from 2013. There were approximately 369 boardings
per $1,000 operating expense in 2014, which is a
decrease from 416 boardings in 2013 (Figure 9). In
terms of revenue miles, there were approximately 53
revenue miles traveled for every $1,000 operating
cost (Figure 10). This is an 8% decrease from 2013,
49
$20
3.5
$18
$16
3.0
$14
2.5
$12
2.0
$10
1.5
$8
$6
1.0
$4
0.5
$2
0.0
$0
Boarding
Vanpool Operating Expenses
Figure 12: Passenger Miles Traveled per Trip
50
43.7
45
40
Miles per Trip
35
30
25
20
15
10
5.2
6.5
4.2
5
4.8
6.5
0
Heavy Rail
Light Rail
Bus Operated
Bus Not
by Metro
Operated by
Metro
Rapid Bus
Vanpool
Figure 13: Operating Expenses per Passenger
Miles Traveled by Mode
$0.70
0.62
0.66
$0.60
0.52
0.52
2014 Dollars
Vanpool
The vanpool operating cost data continue to validate
that vanpool services are an effective transit mode
for serving a longer distance radius, especially for
areas that are underserved by more conventional
transit modes. Metro started its vanpool services in
2007 and, after the initial startup period, the overall
operating expenses have steadily increased along with
the number of boardings (Figure 11). Boardings per
$1,000 operating expense had steadily decreased up
until 2014 when vanpool boardings experienced a 4%
increase from 223 boardings in 2013 to 231 boardings
in 2014 (Figure 9). Overall, compared to other modes,
vanpool operating cost per boarding is 58% more
expensive than Metro-operated bus service and 6%
more expensive than light rail service. However, when
capturing PMT, vanpool becomes a much more
effective means of travel. In 2014, PMT for vanpool
was approximately 44 miles compared to other transit
modes that ranged from 4.2 miles to 6.5 miles per trip
(Figure 12). This results in a very low operation cost per
revenue mile at $0.56.
0.46
$0.50
$0.40
$0.30
$0.20
Therefore, operating expenses for PMT show that the
YDQSRROSURJUDPLVDVLJQLoFDQWO\FKHDSHURSWLRQ
(10 cents per PMT) than other transit modes (Figure
13). As a sustainable travel option compared to single
occupant vehicles, the vanpool program plays a key role
LQUHGXFLQJWUDIoFDQGDVVRFLDWHG*+*HPLVVLRQV
0.10
$0.10
$0.00
Heavy Rail
Light Rail
Bus Operated Bus Not
by Metro
Operated by
Metro
Rapid Bus
2014 Dollars in Millions
Millions of Boardings
4.0
HOW DID WE DO?
Rapid Bus
As a new transit category item beginning in 2012,
Metro-operated Rapid Bus constitutes approximately
2% of overall boarding and expenses. In general, the
number of boardings per $1,000 operating cost is
comparable to the overall bus service provided by
Metro. In 2014, boardings per operating expense
decreased 9% compared to 2013, leading to a
GHFUHDVHLQHIoFLHQF\(Figure 9). Similarly, revenue
miles traveled per $1,000 operating expense slightly
decrease by 1% compared to 2013, leading to a
GHFUHDVHLQHIoFLHQF\(Figure 10). These decreases in
HIoFLHQF\PD\EHDWWULEXWHGWRH[SHFWHGpXFWXDWLRQV
in ridership in the beginning years of a new transit
mode. Therefore, additional time is needed to
establish a trend.
Figure 11: Vanpool Ridership and Operating
Expenses
Metro’s 2015 Energy and Resource Report
which experienced 58 revenue miles traveled. This
may be attributed to the steady costs of operation
coupled with a 2% decrease in heavy rail ridership in
2014.
Vanpool
50
HOW DID WE DO?
WATER USE
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
51
Figure 14: Metro Water Supply Source
One of the key elements of Metro’s MSIP is to reduce
ZDWHUFRQVXPSWLRQDQGLPSURYHHIoFLHQF\ZKLOH
continuing to provide transit services to local residents.
Metro’s overall water consumption in 2014 decreased,
which may be attributed to the implementation of
effective water saving programs, such as the alternate
bus washing schedule pilot project.
16%
LADWP
Other Providers
84%
IN 2014, METRO’S
OVERALL WATER
CONSUMPTION
EXPERIENCED
A SIGNIFICANT
DECREASE OF 28%.
450
400
350
Gallons (millions)
It is worth noting that 2014 is the third year that other
providers (in addition to LADWP) were included
and analyzed in this report. Compared to 2013, total
/$':3VXSSO\GHFUHDVHGE\ZKLFKLVDVLJQLoFDQW
reduction in comparison to the 17% increase in
LADWP supply that occurred from 2012 to 2013. Other
providers combined showed a 20% decrease in water
VXSSO\LQDVLJQLoFDQWUHGXFWLRQLQFRPSDULVRQ
to the 8% increase from 2012 to 2013 (Figure 15).
These decreases in water demand may be attributed
WRWKHGHFUHDVHLQ0HWUR
VpHHWVL]HDVZHOODVZDWHU
conservation efforts.
Figure 15: Historic Total Water Supply1
300
250
200
150
100
50
0
Water Supplied by LADWP
ACCOMPLISHMENTS
> Implemented an alternate bus washing
schedule at all divisions to reduce water
consumption. The program requires bus
washing to occur every other day rather than
daily.
> Analyzed water reduction opportunities using
Linear Kinetic Cell technology to reduce water
consumption and cost savings.
> The new Division 13 facility, to be completed
in late 2015, incorporates water conservation
elements, such as a water-efficient irrigation
system and a 275,000 gallon underground
cistern to capture and recycle rainwater.
1. Beginning in 2012, water consumption data included LADWP and the category Other Providers. The other providers included PWP,
California Water Services, Park Water Company, Golden State Water Company, and other municipal providers.
HOW DID WE DO?
In 2014, Metro operations consumed approximately
PLOOLRQJDOORQVRIZDWHUDVLJQLoFDQWGHFUHDVHRI
28.1% from 2013. Daily water use includes bus and
rail car washing, maintenance operations, daily water
use by employees, and facility landscape irrigation.
Similar to previous years, 84% of the water consumed
by Metro was provided by LADWP, with the remaining
16% supplied by PWP, California Water Services, Park
Water Company, Golden State Water Company, and
other municipal providers (Figure 14).
Metro’s 2015 Energy and Resource Report
DATA AND ANALYSIS
52
$3.00
$2.50
2014 Dollars in Millions
Metro’s 2015 Energy and Resource Report
Due to the reduction in water use, the associated
water costs also decreased by approximately 22%,
from $2.76 million in 2013 to $2.15 million in 2014,
DIWHUDGMXVWPHQWIRULQpDWLRQ(Figure 16). In terms
of average water unit cost, there was a 44 cent per
1,000 gallon increase for total water consumed
in 2014 compared to the previous year, which
represents a rate increase of 6.5% (Figure 17). It is
worth noting that beginning in 2013, sewer costs
were separated out from the overall water bills to
increase the accuracy of reporting. This may account
for the increase in average water unit cost.
Figure 16: Historic Water Cost
$2.00
$1.50
$1.00
$0.50
$0.00
2YHUDOOZDWHUXVHHIoFLHQF\LQFUHDVHGLQGXH
to the decrease in water consumption. In 2014, there
were approximately 1.6 boardings per gallon of water
FRQVXPHGZKLFKLVDLQFUHDVHLQHIoFLHQF\
from approximately 1.1 boardings per gallon in 2013.
Additionally, there were approximately 29 revenue
hours per 1,000 gallons of water consumed in 2014,
ZKLFKLVDLQFUHDVHLQHIoFLHQF\IURPZKHQ
there were approximately 20 revenue hours per 1,000
gallons (Figure 18).
Other Water Cost (2014 $)
Figure 17: Historic Average Water Cost
Average Water Cost (2014 Dollars Per 1,000
Gallons)
10
9
8
7
6
5
4
3
2
MAJOR FACILITIES
1
0
LADWP Water Cost
Metro’s major facilities accounted for approximately
43% of Metro’s overall water footprint in 2014.
Annual water consumption for major facilities
in 2014 was approximately 127 million gallons of
water, of which 96 million gallons were supplied by
LADWP (76%) and 31 million were supplied by other
providers (24%).
Other Providers Water Cost
3.0
60
2.5
50
2.0
40
1.5
30
1.0
20
0.5
10
0.0
0
Boardings per Gallon
Revenue Hours per 1,000 Gallons
Revenue Hours per 1,000 Gallons
Figure 18: :DWHU8VH(IoFLHQF\
Boardings per Gallon
HOW DID WE DO?
LADWP Water Cost (2014 $)
In 2014, the major facilities consumed 41.8 million
gallons less than 2013, which represents a 20%
improvement in water conservation (Figure 19). The
improvement in water conservation may also be
attributed to the proactive conservation programs
and strategies implemented at several key major
divisions. These include the alternate bus washing
schedule; analyzing water reduction opportunities
using new technology to reduce water consumption
and cost savings; and recycling water at the bus
washers. It should be noted that several water
53
300
Gallons (millions)
200
150
100
50
0
Major Facilities Water Use
Other Facilities Water Use
Figure 20: Water Usage by Facility Type
Several major facilities have effectively reduced their
water consumption, with the top three decreases
occurring at Division 9 (59%), Division 3 (51%), and
Division 18 (48%), mainly due to the implementation
of effective water conservation measures and
SURJUDPVDWEXVGLYLVLRQVDQGFKDQJHVLQEXVpHHW
(Figure 21). Other notable decreases include Division
15 (35%) and CMF (34%). The reduction at CMF may
be associated with the removal of landscaping, which
is a large consumer of water. Conversely, Divisions
20 and 22, and Location 66 showed substantial
11%
15%
Rail
9%
Maintenance
Bus
Administrative
65%
Figure 21: Daily Water Use by Major Facilities, 2013 versus 2014
60,000
50,000
Gallons
40,000
30,000
20,000
10,000
0
22
21
20
11
66
Rail
34
4
60
30
6
Maintenance
3
9
Bus
18
8
1
2
15
5
10
7
Administrative
Darker lines represent 2013. Lighter lines represent 2014.
1. Water meters at 900 Lyon Street, 470 Bauchet Street, 800 N Alameda Street, 304 S Santa Fe Avenue, 421 ½ W 37th Place, and 671
Crenshaw Boulevard were closed due to various operational needs such as construction and meter replacement.
99
HOW DID WE DO?
In general, Metro has four types of major facilities
based on functionality and operations: rail yards, bus
divisions, other maintenance, and administrative
buildings. On average, the bus division facilities
(11 locations) consume 64.9% of the overall water
usage, which is more than rail (10.6%), maintenance
(9.1%), and administrative buildings (15.4%) (Figure
20)7KLVSULPDULO\UHpHFWVWKHEXVZDVKLQJQHHGVIRU
0HWURZKLFKKDVRQHRIWKHODUJHVWEXVpHHWVLQWKH
nation. However, due to the alternate bus washing
schedule pilot program, the bus division consumed
27% less water in 2014 than in 2013.
250
Metro’s 2015 Energy and Resource Report
meters associated with major facilities were closed in
2014, which may account for some of the decrease in
water consumption.1
Figure 19: Major Facilities and Other Facilities
Water Use
54
Metro’s 2015 Energy and Resource Report
Figure 22: Average Daily Water Use by Facility
Type
350,000
325,000
300,000
275,000
250,000
Gallons per day
HOW DID WE DO?
increases from 2013 to 2014 at 71%, 90%, and 167%,
respectively. These increases may be due to the
nature of the facilities as Divisions 20 and 22 are
rail yards and Location 66 is a maintenance facility.
Water conservation initiatives implemented thus
far by Metro have focused mainly on bus division
facilities due to the bus divisions being the largest
consumers of water (Figure 22). Although the overall
average daily water consumption of the major
facilities decreased from 2013 to 2014, bus division
facilities experienced a 27% decrease, while rail yards
experienced a 32% increase.
225,000
200,000
175,000
150,000
125,000
100,000
75,000
50,000
25,000
0
Rail
Maintenance
Bus
Administrative
Facility Type
CHANGE ANALYSIS
In terms of expenditures, the 2014 total water cost
decreased 4%, from $994.7 million in 2013 to $951.2
million in 2014. This can be attributed to the 20%
decrease in overall major facilities water use.
An operational change that contributed to a
VLJQLoFDQWGHFUHDVHLQ0HWUR
VRYHUDOOZDWHUXVDJH
was the decrease in both boarding and revenue
miles in 2014. In addition, the alternate bus washing
schedule pilot program further decreased water
consumption.
2013
2014
NEXT STEPS
> Begin installation of recycled water lines along
a portion of the Metro Orange Line.
> Enroll all recycled water projects in the
Recycled Water On-Site Retrofit Rebate
Program.
> Explore water saving strategies at Metro’s
facilities. For instance, a new water
conditioning system using Linear Kinetic Cell
technology is being rolled out at Divisions 5
and 18 in 2015.
55
CASE STUDY
Metro’s 2015 Energy and Resource Report
WATER SAVINGS PILOT PROGRAM:
BUS OPERATIONS
HOW DID WE DO?
ACTION
As Metro continues to expand and enhance its services
throughout Los Angeles County, the agency has
experienced a steady increase in water use over the last
several years. In 2013, Metro consumed over 400 million
gallons of water across the agency at a cost of nearly
$3 million. In light of the current drought and outdoor
urban water reduction mandates from the State and
various municipalities, Metro’s Maintenance Department
implemented a pilot program to accrue savings from
the agency’s largest water consumers: bus operating
divisions. Nearly three-quarters of the agency’s water use
is consumed at bus divisions, with a large majority of this
consumption from bus washing activities.
A water savings pilot program was initiated at Division
8. Division 8 was chosen as the pilot due to the
facility’s supportive management and staff, along with
a readily available sub-meter already installed at the bus
wash, which would facilitate accurate monitoring and
measurement. The pilot program sought to reduce bus
wash water use through a two-pronged approach. First, the
GLYLVLRQFRQYHUWHGIURPDIXOOpHHWGDLO\ZDVKWRDQRGG
even day bus washing schedule. The second component
involved adjusting the bus wash cycle timer to more
DFFXUDWHO\UHpHFWWKHDPRXQWRIWLPHHDFKEXVVSHQGVLQ
the bus wash and reduce any additional water expended
while washing was not taking place. After performing
several tests and observing staff running buses through
the wash, it was determined that no bus remained in the
wash for more than one minute. Thus, this effort reduced
the cycle timer by nearly one minute, down to a 90-second
timer.
OUTCOME
CHALLENGE
Division 8 witnessed a dramatic reduction in its water
use in the last several months of 2014. Between 2013
and 2014, Division 8 experienced a decrease of over 2.5
million gallons, and cost savings upwards of $7,000.
Based on the promising results of the initial pilot
efforts at Division 8, Metro implemented this pilot
agency-wide at all bus operating facilities, beginning
in fall 2014. Based on the last few months in 2014, it
is estimated that Metro accrued approximately 10%
in cost savings by decreasing its water use across all
bus operating facilities by approximately 42%. As the
program is introduced agency-wide, Metro will take
into consideration the unique operating environment,
WKHFDOLEHURIWKHEXVZDVKHTXLSPHQWDQGVSHFLoF
water reduction mandates for each of the divisions to
ensure that this program effectively conserves water.
56
HOW DID WE DO?
ENERGY USE
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
57
Figure 23: Historic Fuel Use, Metro Operated
Vehicles
60
40
30
20
10
0
CNG
Diesel
Gasoline
Figure 24: Total Fuel Cost, Metro Operated, 2014
Dollars
$60
DATA AND ANALYSIS
In 2014, fuel expenditures for Metro-operated bus
services were approximately $33 million, which is a
19% increase from 2013 (Figure 24). This increase is
due to the increase in CNG prices, which accounts for
over 87% of total fuel expenditures for Metro-operated
$40
$30
$20
$10
$0
Figure 25: Historic Price of Fuel
$4.00
$3.50
Price of Fuel ($/GGE)
,Q0HWUR
VYHKLFOHpHHW ZKLFKLQFOXGHVUHYHQXH
and non-revenue vehicles, but does not include
contracted operations) used 40.3 million gasoline
gallon equivalent (GGE) of fuel, which is a slight
decrease of 1% from 2013 (Figure 23). This decrease
may be attributed to the reduced Metro-operated CNG
bus services, since the total revenue miles in 2014
from Metro’s bus operations decreased by 0.3% as
compared to 2013, and the total boardings decreased
by 3%. CNG continues to be the primary fuel type
used by Metro-operated vehicles, accounting for more
than 97% of total fuel used. This is due to Metro’s
HIIRUWVWRWUDQVLWLRQWRD&1*SRZHUHGEXVpHHW
for its directly operated bus services. However, the
CNG consumption for Metro-operated bus services
KDVEHHQGHFUHDVLQJRYHUWKHSDVWoYH\HDUVZLWKD
nearly 19% drop from its peak use in 2008. This may
be attributed to Metro replacing and repowering CNG
buses with the newest technology engines.
CostofFuel PLOOLRQV
$50
$3.00
$2.50
$2.00
$1.50
$1.00
$0.50
$0.00
Diesel ($/GGE)
CNG ($/GGE)
Gasoline ($/GGE)
HOW DID WE DO?
> Metro staff continued to pursue the
procurement of biomethane after Board
direction in May 2014, pursuant to Metro’s
2013 Biomethane Implementation Plan.
Procurement is underway and expected to be
completed in fall 2015. Because biomethane
comes from landfills, dairy digesters, and
wastewater treatment plants, Metro can
significantly reduce the carbon footprint of
its transit operations with no operational
changes.
50
Fuel Use (millions of GGE)
ACCOMPLISHMENTS
Metro’s 2015 Energy and Resource Report
FUEL USE
58
Metro’s 2015 Energy and Resource Report
In addition to Metro-operated vehicles, buses
operated by Metro contractors used an additional
2.5 million GGE of fuel in support of Metro’s transit
VHUYLFHVLQ8QOLNH0HWUR
VGLUHFWpHHWZKLFK
is almost 100% CNG-powered, 37% of the fuel
consumption for Metro-contracted bus services
is from diesel-powered buses, with the remaining
63% being CNG-powered buses. Approximately
9.5
0.18
9.0
0.17
0.16
8.5
0.15
8.0
0.14
7.5
0.13
7.0
0.12
6.5
0.11
6.0
0.10
Bus Boardings per GGE
Revenue Hours per GGE
$4.4 million was spent by the contractors on fuel
costs in 2014, with diesel accounting for 74% of the
FRVWV,QWHUPVRIHIoFLHQF\0HWURFRQWUDFWHGEXV
services used less fuel per boarding in 2014, a 20%
improvement compared to Metro-operated bus
services.
NEXT STEPS
> Continue to transition Metro’s transit bus fleet
to cleaner fuels and more modern technology.
Revenue Hours per GGE
7KHRYHUDOOIXHOXVHHIoFLHQF\IRU0HWURRSHUDWHG
buses in 2014 increased slightly by 0.3% compared to
7KHLQFUHDVLQJHIoFLHQF\RIUHYHQXHKRXUVSHU
GGE has occurred since 2008 (Figure 26). This may
be attributed to Metro’s various efforts to improve bus
HIoFLHQF\DQGKLJKHUPLOHDJHSHUJDOORQSHUIRUPDQFH
VXFKDVUHSODFLQJEXVpHHWEDWWHULHVZLWKDEVRUEHG
glass mat (AGM) batteries to reduce fuel use. The
number of boardings per GGE in 2014 decreased from
the previous year by 4.6% compared to 2013, with
boardings per GGE decreasing from 8.7 to 8.3. This
GHFUHDVHLQHIoFLHQF\ZDVREVHUYHGGHVSLWHDGHFUHDVH
in fuel consumption, partly attributed to the decrease
in overall bus boardings between 2013 and 2014.
Figure 26: )XHO8VH(IoFLHQF\
Bus Boardings per GGE
HOW DID WE DO?
buses. The average price that Metro paid for CNG was
73 cents per therm in 2014, which is a 20% increase
from 2013 at 61 cents per therm. The prices for diesel
and gasoline experienced a 18% and 7% increase in
2014, respectively, from the previous year, which is the
oUVWLQFUHDVHVLQFH(Figure 25).
59
CASE STUDY
Metro’s 2015 Energy and Resource Report
ELECTRIC BUSES
HOW DID WE DO?
ACTION
Los Angeles County ranks among the highest in the nation for
poor air quality, which is largely attributed to GHG emissions
from heavy passenger vehicle use in the region. This has led to
public health and environmental issues throughout the region. To
combat these issues, the region’s principal public transportation
provider, Metro, has pursued a number of technologically driven
environmental initiatives aimed at reducing GHG emissions and
passenger vehicle use. Currently, Metro runs and operates the
FRXQWU\
VODUJHVWpHHWRIFOHDQDLU&1*EXVHV%\VZLWFKLQJIURP
diesel to CNG, Metro avoids emitting nearly 300,000 pounds
of GHG emissions per day, contributing to better regional air
quality. Metro seeks to further reduce its environmental impact by
implementing other advanced technologies that can eliminate the
emissions associated with its massive bus operations.
In a new initiative led by Metro’s
Advanced Transit Vehicle Consortium,
a partnership with the City and County
of Los Angeles and the South Coast
Air Quality Management District
6&$40' oYHORZpRRUEDWWHU\
powered electric buses have been
purchased from BYD Motors and are
being manufactured and tested in Los
Angeles County. The buses are zero
emissions vehicles, holding up to
120 people, with a range of 170 miles
per charge. These new electric buses
will further decrease Metro’s GHG
emissions and make alternative fuel
vehicles even more visible throughout
the region.
NEXT STEPS
CHALLENGE
$VWKHoYHHOHFWULFEXVHVUHDFKWKHoQDOVWDJHVRI
the manufacturing process, Metro is preparing to
test them for a short period of time (15-30 days)
EHIRUHoQDOO\SXWWLQJWKHPLQWRUHYHQXHVHUYLFH
If the pilot project is successful, Metro plans on
purchasing 20 more electric buses for use within
the region.
60
CASE STUDY
Metro’s 2015 Energy and Resource Report
FLYWHEEL ENERGY
STORAGE – METRO
RED LINE
HOW DID WE DO?
ACTION
With an expanding rail system
comes an increase in energy
consumption for propulsion
power. As a result, Metro
is seeking to reduce energy
consumption of its transit
operations through innovative
strategies that conserve energy
and lessen Metro’s electrical
demand and impact.
,Q0DUFK0HWURFRPSOHWHGWKHLQVWDOODWLRQRIDp\ZKHHOHQHUJ\
VWRUDJHV\VWHPDWWKH:HVWODNH0F$UWKXU3DUN6WDWLRQRQWKH5HG
Line. The Wayside Energy Storage System (WESS) utilizes regenerative
technology to store energy generated by the activation of a train’s braking
system during deceleration and redistributes that energy to accelerate
trains leaving the station. This system also provides peak power and
voltage support, which are critical during rush hour when utility power is
DWDSUHPLXP7KHV\VWHPFRQVLVWVRIIRXUN:p\ZKHHOPRGXOHVDQG
a series of control, monitoring, and interference devices.
OUTCOME
CHALLENGE
The performance monitoring period for this
project began in August 2014 and will conclude
in July 2015. The most recent results indicate that
in a 24-hour period, the WESS saved an average
of 12% or 1.5 Megawatt hours (MWh) (energy
returned to the line), with a maximum of 17% or
2.13 MWh.
The WESS is projected to save an average of 44
MWh each month or 541 MWh each year. The
system will continue to be monitored over the
QH[WIHZPRQWKVIRUVDIHW\DQGHIoFLHQF\7KLVLV
WKHoUVWV\VWHPRILWVNLQGLQWKHQDWLRQ
61
Figure 27: Historic Rail Propulsion Power Use by
Provider
From 2013 to 2014, the combined ridership of
light rail and heavy rail decreased slightly (1.2%)
to 112 million boardings. The rail share of total
transit ridership has remained constant at 24%.
In terms of revenue hours, the rail service revenue
hours increased 5% from 2013, which indicates an
LQFUHDVHGHIoFLHQF\LQ0HWUR
VUDLOWUDQVLWVHUYLFHV
140
120
100
80
60
40
20
HOW DID WE DO?
Rail propulsion power consumed 211 million kWh of
electricity in 2014, an 8% decrease from 2013 (Figure
27). LADWP continues to be the major provider of
rail propulsion power, supplying 65% of the total
GHPDQG7KH5HG3XUSOH/LQHUHPDLQVWKHODUJHVW
consumer of rail propulsion power compared to
other transit lines, at 37% of total consumed rail
propulsion power. The overall reduction in rail
propulsion power demand, despite a relatively
constant ridership, may be attributed to a number
RIFRQWULEXWLQJIDFWRUVLQFOXGLQJOLJKWLQJUHWURoWV
and the installation of the WESS, an energy recovery
system, on the Red Line.
0
/$DWP
SCE
PWP
Figure 28: Rail Propulsion Power Use by Rail Line
100
Electricity Consumption (millions of kWh)
OVERALL PERFORMANCE
Electricity Consumption (millions of kWh)
160
90
80
70
60
50
40
30
20
10
0
RED
BLUE
GREEN
GOLD
EXPO
DATA AND ANALYSIS
$IWHUVXFFHVVLYHLQFUHDVHVVLQFHWKH5HG3XUSOH
Line power demand dropped sharply by 16% in 2014,
from 94 million kWh to 79 million kWh. The Green
Line power demand also experienced a reduction,
decreasing 10% to 26 million kWh in 2014 (Figure
28)&RQWULEXWLQJIDFWRUVLQFOXGHWKHUHWURoWWLQJRI
track-side lighting to LED and the implementation of
the WESS on the Red Line.
In 2014, rail propulsion power continued to be
supplied by LADWP (65%), Southern California
Edison (SCE) (31%), and PWP (4%).
Metro’s 2015 Energy and Resource Report
RAIL PROPULSION
POWER
RAIL PROPULSION
CONSUMED 8%
LESS ELECTRICITY
IN 2014 THAN 2013.
62
Metro’s 2015 Energy and Resource Report
Electricity Unit Cost ($/kWh)
$0.16
$30
$0.14
$25
$0.12
$0.10
$20
$0.08
$15
$0.06
$10
$0.04
$5
$0.02
Total Electricity Cost (PLOOLRQV
$35
$0.18
$0
$0.00
Total Rail Propulsion Power Cost
Rail Propulsion Power Unit Price
5.0
560
4.8
540
4.6
520
4.4
4.2
500
4.0
480
3.8
460
3.6
440
3.4
3.2
420
3.0
400
Revenue Hours per 1,000 kWh Power (hrs/MWh)
Rail Boardings per 1,000 kWh Power (boardings/MWh)
Rail Boardings per 1,000 kWh
Figure 30: 5DLO3URSXOVLRQ3RZHU(IoFLHQF\
Revenue Hours per 1,000 kWh
HOW DID WE DO?
Figure 29: Rail Propulsion Power Costs
In terms of expenditures, rail propulsion power
costs decreased by approximately 2%, from $31.9
million in 2013 to $31.3 million in 2014 (Figure 29).
This decrease in expenditure occurred even with
the increasing costs of rail propulsion power, which
increased by 5% for a kWh of electricity in 2014
compared to 2013.
Overall, the slight decrease in rail propulsion power
is attributed to a similar reduction in ridership, rail
OLQH/('OLJKWLQJUHWURoWVDQGWKHLQVWDOODWLRQRI
the WESS energy recovery system on the Red Line.
(IoFLHQF\LQWHUPVRIUHYHQXHKRXUVSHU0:KRIUDLO
propulsion power use has continued on an upward
trend over the past decade, with an increase of 14%
IURPKRXUV0:KLQWRKRXUVSHU0:K
in 2014 (Figure 30). In terms of ridership, there
ZDVDOVRDVLJQLoFDQWLQFUHDVHLQHIoFLHQF\ZLWK
boardings per MWh increasing from 492 boardings
to 530 boardings.
63
ACCOMPLISHMENTS
> Conducted Energy and Water Conservation
Awareness and Recycling training sessions,
for a total of 29 sessions for 725 staff.
> Completed energy opportunity assessments
at Divisions 3, 7, 9, 15, 11, and 22, and CMF.
> Completed lighting retrofits at Divisions 11
and 22.
> Completed installation of sub-meters at
Divisions 20 and 21.
Electricity plays a major role in Metro’s everyday
operations. Metro used 305 million kWh of electricity
in 2014, which is a 5% reduction from 2013. In 2014,
31% of electricity consumption was attributed to
meeting facility energy demand and the remainder for
rail propulsion (Figure 31). Compared to 2013, facility
electricity use increased by 4% and rail propulsion
power use dropped 8% in 2014 (Figure 32). The
slight increase in facility electricity demand is despite
a variety of electricity conservation programs and
measures that were implemented across Metro and
DWVSHFLoFIDFLOLWLHV)RUH[DPSOHLQOLJKWLQJ
UHWURoWVZHUHFRPSOHWHGLQ'LYLVLRQVDQG, and
/(('(%20&HUWLoFDWLRQZDVDFKLHYHGDW'LYLVLRQ
and the process engaged for Divisions 7 and 30. Some
of the facility electricity use increase may be attributed
to additional meters coming online in 2014.
> Completed sub-meter designs for Divisions 3,
11, 18, 21, and 22, and Location 60.
> Developed a Scope of Work for the solicitation
of a PV Power Purchase Agreement (PPA)
Provider for a bundled solar power project at
Divisions 9, 11, and 22, and Expo Yard.
> Developed PV Technical and Preventative
Maintenance Training Program.
Figure 31: Electricity Consumption by Use in 2014
31%
> Completed installation of WESS along Metro
Red Line using flywheel technology.
Rail Propulsion
Facility Electricity
69%
HOW DID WE DO?
> Received LEED-EBOM Silver Certification at
Division 10.
OVERALL PERFORMANCE
Metro’s 2015 Energy and Resource Report
FACILITY ELECTRICITY
USE
64
300
250
200
150
100
50
HOW DID WE DO?
0
Total Rail Propulsion Power
Total Facility Electricity Use
Historically, facility electricity consumption trended
upwards from 2005 to 2012. There was a drop
LQ IROORZHGE\DQDUWLoFLDOULVHLQGXH
to changes in how facility versus rail propulsion
electricity was calculated. In 2011, Metro experienced
a rise in electricity consumption due to the switch to
electricity-driven CNG compressors at bus facilities.
&RQVXPSWLRQVLJQLoFDQWO\GHFUHDVHGLQDQG
then increased slightly in 2014. This increase may
be partly attributed to the increase in average
temperature (over 2°F higher), and therefore cooling
demand, in 2014 compared to 2013.
Figure 33: Facility Electricity Use by Provider
Electricity Consumption (millions of kWh)
120
100
80
60
40
20
0
2005
2006
2007
2008
2009
2010
/$DWP
SCE
Others
2011
2012
2013
METRO IS
IMPLEMENTING
A NUMBER OF
COMPREHENSIVE
ENERGY
EFFICIENCY
UPGRADES.
DATA AND ANALYSIS
Despite the overall reduction in total electricity
consumption, electricity use by Metro facilities in
2014 increased by 4% from 90 million kWh in 2013
to 94 million kWh. Metro is continuing to conduct
energy opportunity assessments at a number of
divisions to better understand the facility energy
consumption and implement appropriate energy
conservation measures. Metro is in the process of
implementing a number of comprehensive energyHIoFLHQF\XSJUDGHVLQFOXGLQJOLJKWLQJDQG+9$&
upgrades, and renewable energy installations at
multiple bus and rail divisions.
350
Electricity Consumption (millions of kWh)
Metro’s 2015 Energy and Resource Report
Figure 32: Historic Electricity Consumption by Use
2014
There are three main electricity provider groups
for Metro: LADWP, SCE, and other local electricity
providers. LADWP continues to be the largest
electricity provider for Metro’s facilities by delivering
approximately 66.4 million kWh of electricity (71%),
with SCE providing approximately 27.4 million kWh
(29%), and other providers with less than 0.5%
(Figure 33). In 2014, Metro spent $13.2 million on
electricity for all facilities, which is 14% greater than
in 2013 (Figure 34) and more than any previous year.
Electricity expenditures for facilities increased more
sharply than the increase of electricity use, indicating
that the overall average electricity cost per kWh
increased in 2014. It is worth noting that the two
providers, LADWP and SCE, have different rates for
rail propulsion versus facility electricity usage.
65
$0.14
$12
$0.12
$10
$0.10
$8
$0.08
$6
$0.06
$4
$0.04
$0.02
$2
$0.00
$0
TotalFacilityElectricityCost PLOOLRQV
Electricity Unit Cost ($/kWh)
$14
Total Facility Electricity Cost
Facility Electricity Unit Cost
Figure 35: )DFLOLW\(OHFWULFLW\8VH(IoFLHQF\
160
9.0
150
130
7.0
120
6.0
110
100
5.0
90
80
4.0
70
3.0
60
Revenue Hours per 1,000 kWh Power (hrs/MWh)
Boardings per kWh Power (boardings/kWh)
Boardings per kWh
8.0
140
Revenue Hours per 1,000 kWh
Despite an overall increase in facility electricity use,
major facilities combined saw a very slight decrease
of <1% in electricity consumption compared with
2013. Over half of the major facilities experienced a
decrease in electricity use compared to 2013.
$0.16
HOW DID WE DO?
Among the major facilities, Division 20, a major
rail maintenance division, continues to be the
highest consumer of electricity at 19.7 million kWh
in 2013, a 2% increase from 2013 (Figure 36). This
is largely due to construction activity related to new
projects. Metro Headquarters (Location 99) has
the second highest annual electricity consumption
at 17.2 million kWh, which is a 4% increase from
2013 despite the installation of LED lighting and
automated dimming controls. Metro Headquarters
FRQVLVWVPDLQO\RIRIoFHVSDFHIRUDSSUR[LPDWHO\
1,800 personnel.
Figure 34: Facility Electricity Costs
Metro’s 2015 Energy and Resource Report
2YHUDOOHOHFWULFLW\HIoFLHQF\GHFUHDVHGLQGXH
to an increase in facility electricity use. This increase,
coupled with Metro experiencing a 1.7% drop in
UPT in 2014, reduced boardings per MWh facility
electricity use from 5.3 in 2013 to 5.0 in 2014. Total
revenue hours increased in 2014; however, revenue
hours per MWh facility electricity use were slightly
reduced to 92 compared with 93 in 2013 (Figure 35).
66
25
HOW DID WE DO?
Electricity Use (millions of kWh)
Metro’s 2015 Energy and Resource Report
Figure 36: Facility Electricity Use by Major Facilities, 2013 versus 2014
20
15
10
5
0
11
21
22
20
66
34
Rail
4
60
30
6
Maintenance
8
3
Bus
5
1
10
15
7
18
2
9
99
Administrative
Darker lines represent 2013. Lighter lines represent 2014.
NEXT STEPS
> Complete Energy, Water Conservation Awareness,
and Recycling Trainings at all 17 participating
EMS divisions throughout the agency.
> Complete LEED-EBOM Certification activities at
Division 7 and CMF.
> Implement comprehensive energy-efficiency
upgrades, including lighting and HVAC upgrades,
and renewable energy installations at multiple
bus and rail divisions.
> Complete installation of sub-meters at Divisions
1, 4, 5, 6, 11, 18, and 22, and Location 60.
> Initiate LEED–EBOM Certification at Divisions 9,
20, and 21, and Union Station.
> Initiate LEED-EBOM and LEED For Neighborhood
Development (LEED-ND) for Union Station and the
Union Station Master Plan.
> Enroll seven additional facilities in 2015 into
Metro’s agency-wide EMS program, including
Divisions 1, 2, 4, 6, 8, 15, and 18.
67
CASE STUDY
Metro’s 2015 Energy and Resource Report
GATEWAY BUILDING LED
LIGHTING PILOT STUDY
HOW DID WE DO?
ACTION
Metro Headquarters (Gateway Building) consumes
the highest amount of energy in the agency.
:LWKRYHUpRRUVDQGPXOWLSOHWHQDQWVHQHUJ\
management at this building is a top priority. The
lighting system at the Gateway Building, which
LQFOXGHVRYHULQHIoFLHQWpXRUHVFHQWODPS
o[WXUHVSUHVHQWVDJUHDWRSSRUWXQLW\WRUHGXFH
consumption and utility costs, and improve
occupant comfort.
Beginning in 2013, a lighting pilot study was
designed to identify a cost-effective lighting strategy
WKDWFRXOGEHVFDOHGXSWRDIXOOEXLOGLQJUHWURoW7KH
15th Floor of the Gateway Building, which houses
the General Services Department, was chosen as
the pilot area due to its varying space types. The
pRRUZDVWKHQGLYLGHGLQWRoYH]RQHV(OHFWULFDO
consumption in each zone was monitored with
sub-meters as various types of LED products were
installed. Occupant surveys were conducted before
and after the installations to generate qualitative
data.
OUTCOMES
CHALLENGE
Results from the lighting pilot study were
positive, with 90% of survey respondents
LQGLFDWLQJWKDWWKH\SUHIHUUHGWKHQHZo[WXUHV
RYHUWKHROGHUo[WXUHV'DWDIURPVXEPHWHUV
revealed a 51% reduction in energy consumption
from baseline for the pilot area. However, this
reduction varied, which reinforces the need for
integrated lighting controls in addition to energy-
HIoFLHQWOLJKWo[WXUHV7KHVHOHVVRQVKDYHEHHQ
incorporated into the current project to replace
the entire building’s lighting system. A similar
integrated lighting system is currently being
installed at one of Metro’s rail maintenance
facilities, which will further inform this project.
68
HOW DID WE DO?
WASTE AND RECYCLING
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
69
> Completed solid waste and recycling audits at
eight major facilities to find the most efficient
ways to divert waste from landfills.
> Established an agency-wide policy to ensure
the proper handling and disposal of broken
fluorescent tubes.
DATA AND ANALYSIS
HOW DID WE DO?
TOTAL SOLID
WASTE OUTPUT
DECREASED
2.5% IN 2014,
ATTRIBUTED
TO NEW WASTE
COLLECTION
METHODS.
ACCOMPLISHMENTS
Figure 37: Historic Waste Production1
14,000
12,000
10,000
Tons
Overall, solid waste output has decreased since
2013, from approximately 9,741 tons in 2013 to
9,500 tons in 2014 (Figure 37). As a result, there
was a 2.5% decrease in total solid waste from 2013
to 2014, with a 1% decrease in solid waste output
and a 6.8% decrease in recycled waste collected
from Metro facilities. Last year, there was a drastic
change in reported solid waste and recycled waste,
with solid waste increasing 51% and recycled solid
waste decreasing 42%, but total solid waste (solid
waste and recycled soil waste combined) remained
similar to previous years. This shift was attributed
to new waste collection methods and diversion
rates employed by Republic Services, Inc. For
2014, the amount of solid waste and recycled solid
waste generated was similar to the data reported
in 2013. Therefore, the 2014 waste collection data
are consistent with the new reporting methods and
diversion rates that began in 2013.
Metro’s 2015 Energy and Resource Report
SOLID WASTE
AND RECYCLING
8,000
6,000
4,000
2,000
0
2008 2009
Recycled Solid Waste
Beginning in 2013, Metro contracted a new waste
hauler to enhance the waste management program
through more detailed documentation strategies.
Waste audits were conducted to provide a better
understanding of each division’s waste contribution
and recommend opportunities for improvement.
Such opportunities include increasing the rate of
service for pick-ups; adding additional recycling bins;
1. Due to changes in data collection techniques, recycling data are only available as recent as 2008.
2010 2011
Solid Waste
2012 2013
2014
Total Solid Waste
70
0.50
28
26
0.45
24
22
0.40
20
18
0.35
16
Boardings per Pound
Revenue Hours per Pound
Metro’s 2015 Energy and Resource Report
Figure 38: 7RWDO6ROLG:DVWH(IoFLHQF\
14
0.30
12
HOW DID WE DO?
10
0.25
2008
2009
2010
2011
Revenue Hours
2012
2013
2014
Boardings
Figure 39: 5HF\FOHG:DVWH(IoFLHQF\
2.00
120
1.80
Revenue Hours per Pound
1.40
80
1.20
1.00
60
0.80
40
0.60
0.40
20
0.20
0
0.00
2008
2009
2010
2011
Revenue Hours
2012
2013
Boardings
2014
Boardings per Pound
100
1.60
or increasing the amount of signage and training
to better inform Metro staff of the current waste
processes. In addition, Metro has implemented
several internal programs to divert waste from
ODQGoOOVIRFXVLQJRQSURGXFWVVXFKDVEXVEDWWHULHV
printer cartridges, scrap metal, e-waste, and other
RIoFHSURGXFWV
In 2014, eight divisions underwent waste audits,
and the remaining facilities are scheduled for waste
audits in the next several months. As a result of
the audits, divisions are able to better understand
their waste streams and can, therefore, establish
VSHFLoFZD\VWRPLQLPL]HRUUHF\FOHZDVWHLQWKHLU
division. For example, multiple divisions have
acquired cardboard compactors, while others, such
as Division 7, now recycle ferrous and nonferrous
metals.
2YHUDOOVROLGZDVWHHIoFLHQF\ ZKLFKLQFOXGHVVROLG
waste and recycled solid waste) has remained steady
VLQFH7RWDOVROLGZDVWHHIoFLHQF\LQFUHDVHG
slightly from 2013 to 2014, from 0.43 revenue hours
per pound of total solid waste to 0.46 revenue
hours (Figure 38). Additionally, boardings per pound
of total solid waste slightly increased from 24.4
boardings per pound of total solid waste in 2013 to
24.6 boardings in 2014.
5HF\FOHGZDVWHHIoFLHQF\DOVRLQFUHDVHGIURP
from 1.66 revenue hours per pound of recycled waste
produced in 2013 to 1.84 revenue hours in 2014
(Figure 39). Additionally, there were approximately
94.3 boardings per pound in 2013 compared to 99.4
boardings in 2014 (Figure 39).
NEXT STEPS
> Complete waste and recycling audits at
remaining bus and rail divisions to expand
opportunities for improvement of Metro’s
landfill diversion rates.
> Conduct Recycling Trainings at all 17
participating EMS divisions throughout Metro.
71
CASE STUDY
Metro’s 2015 Energy and Resource Report
WASTE AUDITS
HOW DID WE DO?
ACTION
Metro faces unique challenges in
LWVZDVWHSURJUDPLQoQGLQJWKH
PRVWHIoFLHQWZD\VRIUHGXFLQJ
the amount of waste going
LQWRODQGoOOV:DVWHVWUHDP
management is a component of
multiple sustainability initiatives
Metro is currently pursuing, such
DV/(('&HUWLoFDWLRQDQG(06
Identifying the amount of waste
generated and the methods
for proper disposal are critical
for reducing the associated
environmental impact.
Beginning in 2013, Metro contracted a new waste hauler to enhance the
waste management program through more detailed documentation
strategies. Waste audits have provided a clearer picture of each
division’s structural and procedural capacity, and recommendations
on opportunities for improvement. These include increasing the rate of
service for pick-ups, adding additional recycling bins, or increasing the
amount of signage and training so staff is aware of the current process
for each waste stream’s disposal. Metro has implemented several
LQWHUQDOSURJUDPVWRGLYHUWZDVWHIURPODQGoOOVIRFXVLQJRQSURGXFWV
such as bus batteries, printer cartridges, scrap metal, e-waste, and other
RIoFHSURGXFWV
OUTCOME
CHALLENGE
Eight divisions have undergone this waste
audit process, and the remaining facilities are
tentatively scheduled for audits over the next
several months. Multiple divisions have acquired
a cardboard compactor, while others, such
as Division 7, recycle ferrous and nonferrous
metals. The monthly diversion reports and rate
sheets provided by the contractor allow Metro
to effectively manage data. This record-keeping
allows Metro to measure the amount of waste
generated agency-wide, analyze what works and
what needs improvement, and set targets for the
agency to reduce its consumption of products
and natural resources.
72
Metro’s 2015 Energy and Resource Report
HOW DID WE DO?
73
Metro’s 2015 Energy and Resource Report
USED OIL WASTE
Figure 40: Historic Used Oil Waste
200
> Ensured that used oil filters were drained
and removed from all locations and placed in
correct hazardous materials containers.
180
Gallons (thousands)
ACCOMPLISHMENTS
160
140
120
100
80
60
40
> Scheduled and tracked used oil waste
disposal from all divisions.
20
0
Figure 41: Used Oil Waste Generated by Major
Facilities in 2014
18
16
Gallons (thousands)
Overall, Metro has seen a 26% decrease in gallons
of used oil from 2002 to 2014, which can generally
be attributed to the increased use of synthetic
oil (Figure 40). During 2014, Metro produced
approximately 142,000 gallons of used oil, which
represents a decrease of 3.4% from 2013. This slight
decrease may be attributed to a smaller overall bus
pHHWRIEXVHVLQFRPSDUHGWR
buses in 2013.
14
12
10
8
6
4
2
The bus divisions (Divisions 1, 2, 3, 5, 6, 7, 8, 9, 10,
15, and 18) continue to be Metro’s main producers
of used oil waste at approximately 90% of the total
(Figure 41). Division 18, historically the largest
producer of used oil waste, was the second-largest
producer in 2014 using 16,400 gallons, a decrease of
IURP'LYLVLRQ KDVWKHODUJHVWEXVpHHW
with 259 buses and was the top producer of used oil
waste at 17,010 gallons in 2014, an increase of 5.2%
from 2013. The range in used oil waste produced
across the other bus divisions is attributed to varying
pHHWVL]HVDQGDFWLYLWLHV
Additionally, effective September 2011, used oil
disposal became a no-cost service, with Metro
receiving 81 cents for each gallon of used oil it
recycles. In 2014, Metro recycled 138,890 gallons of
used oil for a total of approximately $112,500, which
offset the crude oil costs and resulted in a no-cost
service for recycling used oil.
0
66 34 21 22 6
4 11 20 30 8
5
1
3
2 10 15 7 18 9
Division
METRO DECREASED
GALLONS OF USED
OIL BY 26% FROM
2002 TO 2014.
HOW DID WE DO?
DATA AND ANALYSIS
74
Metro’s 2015 Energy and Resource Report
28.0
8.0
26.0
7.5
24.0
7.0
22.0
6.5
20.0
6.0
18.0
5.5
16.0
14.0
5.0
12.0
4.5
10.0
4.0
Bus Boardings per Ounce
RevenueHoursper3LQW
Bus Boardings per Ounce
HOW DID WE DO?
Figure 42: 8VHG2LO:DVWH(IoFLHQF\
2YHUDOOXVHGRLOZDVWHHIoFLHQF\KDVLQFUHDVHG
since 2002 with the decrease in the amount of
used oil produced per revenue hour and boarding
over the years (Figure 42). In 2014, there were
7.6 revenue hours per pint of used oil produced,
which represents a 6.9% increase from 2013 with
7.1 revenue hours per pint of used oil produced.
In addition, bus boardings per ounce of used oil
produced slightly increased from 25.3 boardings per
ounce in 2013 to 25.7 boardings per ounce in 2014.
Revenue Hours per Pint
NEXT STEPS
> Ensure that all oil filter drainage locations,
including shop pits, are free from oil spills,
trash, or debris.
> Continue to use synthetic oils and other
alternative oil products.
75
Figure 43: Historic Hazardous Liquid Waste
1,200
ACCOMPLISHMENTS
800
600
400
200
0
> Division 11 purchased a flammable storage
cabinet to store hazardous materials when
not in use.
Figure 44: Hazardous Liquid Waste Produced by
Major Facilities
DATA AND ANALYSIS
90
Similar to previous years, approximately 51.3% of
total hazardous liquid waste was produced by Bus
Divisions 8, 9, 15, and 18, and CMF, with Division 18
and CMF being the highest producers of hazardous
liquid waste (Figure 44). This is mainly attributed
WRWKHVHUYLFLQJRIEXVpHHWVDQGUHSDLUZRUNWKDW
occurs at these divisions. Division 1, previously one
of the highest producers of hazardous liquid waste,
produced 32.2% less in 2014 than 2013 due to a
reduction in the servicing of stormceptors.
Waste disposal costs for hazardous liquids have
steadily decreased from 2008 (Figure 45). Metro paid
approximately $440,000 in hazardous liquid waste
disposal fees in 2014, which is a decrease of 14.6%
from 2013 and a 22.6% decrease from 2003.
70
60
50
40
30
20
10
0
11 22 4
6 20 7 10 3
2
1
5
9 15 8 18 30
Division
Figure 45: Hazardous Liquid Waste Costs
$700
$600
$500
'ROODUV(Whousands)
Hazardous liquid waste is mainly generated by
Metro’s bus maintenance divisions and repair centers,
from chassis jets, steam bays, and fuel station
WUHQFKHVDQGFODULoHUV0HWURSURGXFHGDSSUR[LPDWHO\
620,000 gallons of hazardous liquid waste in 2014,
representing a 5.9% decrease from 2013 and a 12.6%
decrease from 2003 (Figure 43).
Gallons (Thousands)
80
$400
$300
$200
$100
$0
HOW DID WE DO?
> Canopies were installed at multiple EMS
locations as a structural best management
practice for potential stormwater issues
related to outdoor exposure of metal scrap
bins and hazardous waste accumulation
areas.
Gallons (Thousands)
1,000
Metro’s 2015 Energy and Resource Report
HAZARDOUS
LIQUID WASTE
76
Metro’s 2015 Energy and Resource Report
6.5
2.0
6.0
1.8
5.5
1.6
5.0
4.5
1.4
4.0
1.2
3.5
1.0
3.0
0.8
2.5
2.0
Revenue Hours per Pint
Bus Boardings per Ounce
HOW DID WE DO?
Figure 46: +D]DUGRXV/LTXLG:DVWH(IoFLHQF\
+D]DUGRXVOLTXLGZDVWHHIoFLHQF\LQFUHDVHG
from 2013, with an increase in the number of bus
boardings per ounce and revenue hours per pint
of hazardous liquid waste produced (Figure 46). In
2014, there were 5.9 bus boardings per ounce of
waste produced, which is an increase from the 5.6
boardings per ounce of waste produced in 2013.
The number of revenue hours per pint of hazardous
liquid waste also increased slightly from 1.6 revenue
hours in 2013 to 1.7 revenue hours in 2014.
0.6
Bus Boardings per Ounce
Revenue Hours per 3LQW
NEXT STEPS
> Continue to schedule and track hazardous and
universal waste removal from divisions.
> Discuss waste minimization strategies for
hazardous wastes across divisions.
77
DATA AND ANALYSIS
ACCOMPLISHMENTS
> Established an alternate bus washing
schedule to reduce water consumption, which
in turn reduces nonhazardous liquid waste
associated with bus washes.
700
Gallons (thousands)
600
500
400
300
200
100
0
Figure 48: Nonhazardous Liquid Waste Produced by Division and Metro Orange Line
Gallons (thousands)
60
50
40
30
20
10
0
Division
2012
2013
2014
HOW DID WE DO?
Figure 47: Historic Nonhazardous Liquid Waste
Nonhazardous liquid waste includes storm sewer,
catch basin, and sanitary sewer clean-out residue;
grease trap clean-out residue; industrial wastewater;
uncontaminated precipitation removed from
secondary containment structures; wash water;
DQGVRPHRIIVSHFLoFDWLRQFRPPHUFLDOFKHPLFDO
products. In 2014, Metro produced approximately
461,000 gallons of nonhazardous liquid waste,
representing a 3.3% decrease from 2013 but an
overall 10.8% increase from 2002 (Figure 47). This
gradual increase in nonhazardous liquid waste can
be attributed to the increase in the number of Metro
bus washers and the addition of two rail facilities.
After the peak in 2010, nonhazardous liquid waste
began a downward trend, due in part to efforts
to reduce wastewater. For example, Metro has
established an alternate bus washing schedule to
reduce water consumption by washing buses every
other day rather than daily. The pilot program was
implemented at Divisions 8 and 15, and there are
plans to expand the program to all bus divisions and
rail yards in the future.
Metro’s 2015 Energy and Resource Report
NONHAZARDOUS
LIQUID WASTE
78
1RQKD]DUGRXVOLTXLGZDVWHHIoFLHQF\KDVLQFUHDVHG
since 2010, with an increase in the number of bus
boardings per ounce and revenue hours per pint
of nonhazardous liquid waste produced (Figure
50). Bus boardings per ounce of nonhazardous
liquid waste experienced a slight increase, with
7.9 boardings per ounce in 2014 compared to 7.8
boardings per ounce in 2013. Similarly, there were
2.4 revenue hours per pint of nonhazardous liquid
waste produced in 2013, which is an increase from
the 2.2 revenue hours per pint of nonhazardous
liquid waste produced in 2013.
$300
$250
$200
$150
$100
$50
$0
Figure 50: 1RQKD]DUGRXV/LTXLG:DVWH(IoFLHQF\
12.0
11.0
10.0
9.0
8.0
7.0
6.0
3.2
3.0
2.8
2.6
2.4
2.2
2.0
1.8
1.6
1.4
NEXT STEPS
> Continue to schedule and track nonhazardous
liquid waste disposal from divisions.
> Explore water saving strategies at Metro’s
facilities. For instance, a new water
conditioning system using Linear Kinetic Cell
technology is being rolled out at Divisions 5
and 18 in 2015.
> Expand the alternate bus washing schedule
program to all bus divisions and rail yards.
Revenue Hours per Pint
In 2014, Metro paid approximately $166,000 in
nonhazardous liquid waste disposal fees, which is a
decrease of 10% from 2013. This correlates with the
decrease in nonhazardous liquid waste production
(Figure 49).
Figure 49: Nonhazardous Liquid Waste Cost
'ROODUV(thousands)
HOW DID WE DO?
Nonhazardous liquid waste varied across divisions
from 2013 to 2014. The largest producer in 2014 was
the Orange Line, which is a new data point included
in this year’s report. The servicing of stormceptors
for the park-and-ride locations along the Orange Line
has led to the generation of nonhazardous liquid
waste. The next largest producers of nonhazardous
liquid waste were Bus Divisions 5, 9, and 10. These
divisions consist of maintenance buildings that
include bus washers. Division 5, historically the
largest producer of nonhazardous liquid waste,
experienced a 20.5% decrease from 2013 (Figure
48). Division 9 experienced a 14.3% increase in
nonhazardous liquid waste production from 2013,
making it the second-largest producer in 2014.
Notable decreases in nonhazardous liquid waste
production can be seen at Division 22 (50%) and
Division 6 (31%). A second new data point that
is included in this year’s report is Location 62, a
rail communications facility that is currently being
serviced for use by Metro.
Bus Boardings per Ounce
Metro’s 2015 Energy and Resource Report
SINCE 2010, NONHAZARDOUS LIQUID WASTE
BEGAN A DOWNWARD TREND, DUE IN PART
TO EFFORTS TO REDUCE WASTEWATER.
79
Metro’s 2015 Energy and Resource Report
ANTI-FREEZE WASTE
Figure 51: Historic Anti-Freeze Waste
100
90
ACCOMPLISHMENTS
Gallons (thousands)
> Completed procurement of a coolant recovery
system at all bus divisions, allowing for the
capture and reuse of anti-freeze from buses.
80
70
60
50
40
30
20
10
DATA AND ANALYSIS
Beginning in 2014, Divisions 3 and 10 were enrolled
in a pilot program for the implementation of a
coolant recovery system, which allows for the
capture and reuse of anti-freeze from Metro buses.
In previous years, Division 10 was one of the top
producers of anti-freeze waste. However, after
implementation of the coolant recovery system,
Division 10 experienced a 32% reduction in antifreeze waste from last year (Figure 52). Division 3
also experienced a large decrease in anti-freeze waste
of 56.5% from 2013. At the end of 2014, the coolant
recovery system was rolled out to all divisions
and should lead to additional anti-freeze waste
reductions this coming year.
14
12
Gallons (thousands)
Anti-freeze waste produced by division in 2014 was
similar to 2013, with Divisions 15 and 18 being the
highest producers of anti-freeze waste. However,
Division 18 experienced a 9.8% decrease in antifreeze waste production from 2013, possibly due to a
UHGXFWLRQRILWVEXVpHHWIURPWREXVHV
Figure 52: Anti-Freeze Waste Produced by Division
10
8
6
4
2
0
34
20
4
6
3
7
5
2012
2
9
Division
2013
30
10
1
8
18
15
2014
DIVISION 10
EXPERIENCED A
32% REDUCTION
IN ANTI-FREEZE
WASTE FROM
LAST YEAR AFTER
IMPLEMENTATION
OF THE COOLANT
RECOVERY SYSTEM.
HOW DID WE DO?
Anti-freeze is mainly used in Metro’s bus
maintenance facilities. In 2014, Metro produced
approximately 75,300 gallons of anti-freeze waste,
a decrease of 7.5% from 2013 (Figure 51). Since
2008, anti-freeze waste production has been
trending downward, which may be partly attributed
to enhanced recycling efforts and programs. The
decrease from last year may also be attributed to a
VOLJKWGHFUHDVHLQEXVpHHWVL]HIURPEXVHVLQ
2013 to 2,218 buses in 2014.
0
80
Metro’s 2015 Energy and Resource Report
20.4
65.0
18.4
60.0
55.0
14.4
12.4
50.0
10.4
45.0
8.4
6.4
40.0
4.4
35.0
Revenue Hours per Pint
16.4
Bus Boardings per Ounce
HOW DID WE DO?
Figure 53: $QWL)UHH]H:DVWH(IoFLHQF\
As discussed above, anti-freeze waste has generally
decreased across divisions from 2013; however,
notable increases occurred at the following vehicle
maintenance divisions: Division 6 (169%), Division
DQG'LYLVLRQ %XVpHHWVDW
Divisions 6 and 8 remained the same, while Division
H[SHULHQFHGDGHFUHDVHLQEXVpHHWIURP
to 236. It should be noted that anti-freeze waste
generated at Divisions 20 and 34 was lower than the
other divisions.
2.4
30.0
0.4
Bus Boardings per Ounce
Revenue Hours per Pint
2YHUDOODQWLIUHH]HZDVWHHIoFLHQF\KDVLQFUHDVHG
(Figure 53). In 2014, there was an increase in
HIoFLHQF\GXHWRDLQFUHDVHLQUHYHQXHKRXUV
per pint of anti-freeze waste produced from 2013 to
2014. Bus boardings per ounce of anti-freeze waste
produced also increased from 45.7 boardings in
2013 to 48.6 boardings in 2014, resulting in a 6.3%
increase in boardings per ounce from last year.
NEXT STEPS
> Continue to schedule and track anti-freeze
waste disposal from all divisions.
82
HOW DID WE DO?
CRITERIA AIR POLLUTANT
EMISSIONS
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
83
Metro’s 2015 Energy and Resource Report
> Repowered buses that were originally
equipped with CNG engines with low-emitting
state-of-the-art CNG engines, including the
Cummins ISL G 8.9 liter and the Doosan
GL11K 11.1 liter CNG engines.
OVERALL PERFORMANCE
0HWUR
VEXVDQGUDLOHPLVVLRQVLQUHpHFW
Metro’s continued expansion of rail service and
FRQWLQXHGPRGHUQL]DWLRQRIWKHEXVpHHW7RWDOpHHW
emissions in 2014 were 55.6% lower as compared
to 2011 and 70% lower as compared to 2008. These
large reductions can be attributed to the retirement
RI0HWUR
VGLHVHOEXVpHHWDQGWKHFRQWLQXHG
replacement of older CNG engines with new stateof-the-art CNG engines. In 2014, bus VMT was
approximately 1.2% higher than in 2013. Therefore,
the increased criteria air pollutant emissions
associated with a 1.2% increase in Metro bus miles
traveled was offset by Metro’s overall lower-emitting
EXVpHHWIRUDOOFULWHULDDLUSROOXWDQWV$V0HWUR
continues to replace and repower buses with the
newest technology engines, emission reductions will
continue and eventually taper once all of the older,
higher-emitting buses are replaced or repowered
with state-of-the-art engines.1
DATA AND ANALYSIS
7KHDQDO\VLVUHpHFWV0HWUR
VHIIRUWVWRUHSRZHU
older CNG buses with new, lower-emitting CNG
engines. In many cases, buses that were originally
equipped with CNG engines, such as the Detroit
Diesel Corporation Series 50 natural gas engine,
have been repowered with state-of-the-art CNG
engines, including the Cummins ISL G 8.9 liter
and the Doosan GL11K 11.1 liter CNG engines. The
lower nitrogen oxide (NOx) emissions rating of the
repowered engines results in a reduction in NOx, a
primary ozone precursor emission. Reductions in
ozone precursor emissions are of great importance
to the South Coast region, which encompasses Los
Angeles County, in order to meet federally imposed
2023 and 2035 ambient air quality attainment
obligations.
$FRPSDULVRQRIpHHWFULWHULDDLUSROOXWDQW
emission levels to 2013 levels shows reductions in all
FULWHULDDLUSROOXWDQWV0HWUR
VRYHUDOOpHHWHPLVVLRQ
levels for nonmethane hydrocarbons (NMHC),
NOx, and particulate matter (PM) have been
reduced by approximately 13.4%, 2.7%, and 10.3%,
respectively, as compared to 2013 levels (Figure 54).
Importantly, NOx emissions have greatly reduced
by approximately 70.4% when comparing 2014 NOx
HPLVVLRQVWROHYHOV2IHTXDOVLJQLoFDQFHLV
the 56.7% reduction in PM emissions from 2008 to
2014. The retirement of Metro’s diesel transit bus
1. The current state-of-the-art urban bus engine is the Cummins ISL G, which reduces NOx emissions but results in higher carbon monoxide
(CO) emissions. CO emissions are not included in the reporting of Criteria Air Pollutants since the SC AQMD region is designated as
“Attainment” for CO by the U.S. EPA, meaning that the region meets the National Ambient Air Quality Standard for this pollutant. As
such, CO is typically not considered by local and state air quality regulatory agencies, including the SC AQMD and California Air Resources
Board, when assessing motor vehicle air quality improvement strategies.
HOW DID WE DO?
ACCOMPLISHMENTS
84
FLEET EMISSIONS
(TONS PER YEAR)
2013
BUS
2013
RAIL
TOTAL
2013
EMISSIONS
2014
BUS
2014
RAIL
TOTAL
2014
EMISSIONS
FLEET
WIDE
(TONS)
PERCENT
CHANGE
Hydrocarbon (HC)
72.3
2.9
75.2
62.4
2.7
65.1
-10.1
-13.4%
135.1
95.8
230.9
133.5
91.2
224.7
-6.2
-2.7%
2.9
2.9
5.8
2.5
2.7
5.2
-0.6
-10.3%
210.3
101.6
311.9
198.4
96.6
295.0
-16.9
-5.4%
Oxides of Nitrogen (NOx)
Particulate Matter (PM)
TOTALS (TONS PER YEAR)
HOW DID WE DO?
kk 'HFUHDVHLQpHHWHPLVVLRQV
Figure 54: Historic Criteria Air Pollutant Emissions
800
700
600
pHHWHOLPLQDWHGGLHVHOSDUWLFXODWHPDWWHU '30
ZKLFKLVFODVVLoHGDVDWR[LFDLUFRQWDPLQDQWE\
the California Air Resources Board and is a known
carcinogen. Overall, total criteria pollutant emissions
decreased approximately 16.9 tons, or 5.4%, from
2013 to 2014 (Table 3).
500
Tons
Metro’s 2015 Energy and Resource Report
Table 3: Comparison of 2014 Fleet Emissions Levels to 2013 Levels
CHANGE ANALYSIS
400
300
7KHFKDQJHLQ0HWURpHHWHPLVVLRQVEHWZHHQ
and 2014 is attributable to two primary factors:
200
100
0
2008
2009
Hydrocarbon (HC)
2010
2011
Oxides of Nitrogen (NOx)
2012
2013
2014
Particulate Matter (PM)
NOx EMISSIONS, AN
OZONE PRECURSOR
CRITERIA POLLUTANT,
EXPERIENCED A 70.4%
DECREASE IN 2014 AS
COMPARED TO 2008 NOx
EMISSION LEVELS.
> Continued modernization of the Metro CNG transit
EXVpHHW Transit bus engine repowers contributed
to the reductions in NMHC, NOx, and PM criteria
air pollutant exhaust emissions. Even though
overall bus miles increased by approximately 1.2%
in 2014 as compared to 2013, the lower NMHC,
NOx, and PM emission levels of the new engines
offset the additional emissions resulting from the
increased bus miles.
> Decrease in electricity usage for Metro. 2014
electricity usage was approximately 5% lower than
in 2013, which resulted in decreased criteria air
pollutant emissions attributable to electrical power
generation.
NEXT STEPS
> Continue to transition Metro’s transit bus fleet
to cleaner fuels and more modern technology.
85
Metro’s 2015 Energy and Resource Report
HOW DID WE DO?
86
HOW DID WE DO?
GREENHOUSE GAS
EMISSIONS
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
87
> Conducted Energy and Water Conservation
Awareness and Recycling training sessions, a
total of 29 sessions for 725 staff.
> Developed a resiliency indicator framework
to prepare Metro to withstand and continue
to provide reliable service in light of potential
climate change impacts.
10%
1%
2%
2%
22%
Facilities - Natural Gas
Non-Revenue Transport Gasoline for Vehicles
Refrigerants
6%
Revenue Transport - Metro and
Purchased CNG
Revenue Transport Purchased Diesel and Gasoline
Revenue Transport - Rail
Propulsion Electricity
57%
HOW DID WE DO?
While Metro’s primary role is to provide safe and
effective transportation options for the Los Angeles
region, the agency also seeks to do so in a costeffective and environmentally sustainable manner.
The GHG sections of this report address the impact
of Metro’s services on global climate change.
Facilities - Electricity
Figure 56: Historic Greenhouse Gas Emissions,
2007-2014
485
GHGs occur naturally in the atmosphere but are
also emitted through activities such as the burning
of fossil fuels. Increased levels of GHG emissions
being released into the atmosphere are causing
global climate change, which has impacted the Los
Angeles region and will continue to do so in the
future. In 2014, Metro emitted approximately 465,529
MT CO2e. Approximately 85% of Metro’s total GHG
emissions in 2014 were related to fuel consumption
from moving passengers (Figure 55). In general,
Metro’s GHG emissions are directly calculated using
activity data. Major emissions-generating activities
include revenue-generating fuel consumption, rail
propulsion electricity consumption, and facility
electricity consumption. Minor activities include
non-revenue transportation fuel consumption,
facility natural gas fuel consumption, and the use of
refrigerants.
Metric Tons CO2e (Thousands)
480
DATA AND ANALYSIS
475
470
465
460
455
450
445
440
2007
2008
2009
2010
2011
2012
2013
Metro’s 2015 Energy and Resource Report
ACCOMPLISHMENTS
Figure 55: Total Greenhouse Gas Emissions by
Source
2014
TRENDS IN METRO’S GHG EMISSIONS
Total GHG emissions in 2014 were approximately
1.4% lower than in 2013 (Figure 56). A detailed
analysis of major emission-generating activities
shows that emissions increased in some Metro
sectors, but decreased in others. For example,
emissions from rail propulsion electricity
consumption decreased by 6%, while revenuegenerating diesel consumption in buses increased by
15% between 2013 and 2014.
GHG emissions from Metro-operated CNG-powered
buses decreased by 1%, compared to 2013. This
decrease is directly attributed to a reduction in CNG
88
Metro’s 2015 Energy and Resource Report
TOTAL GHG EMISSIONS
IN 2014 WERE
APPROXIMATELY 1.4%
LOWER THAN IN 2013.
HOW DID WE DO?
consumed by Metro’s revenue-generating buses.
Conversely, GHG emissions from Metro’s contracted
CNG-powered buses increased 3% compared
to 2013. The overall GHG emissions from CNGpowered buses decreased by 0.8%.
GHG emissions from Metro’s contracted dieselpowered bus services increased by 15% due to
increased usage. As of 2009, Metro’s direct
operations do not use any diesel-powered revenue
buses.
Metro’s GHG emissions from its contracted vanpool
services increased by 7%, and this increase is
proportional to the quantity of gasoline consumed
by the agency’s vanpool service contractors due to
an expansion in Metro’s vanpool services. Lastly,
Metro’s GHG emissions for facility electricity
consumption decreased by 3%, which may be
attributed to Metro’s increasing energy conservation
efforts and EMS program.
Trends were also observed in secondary emissionsgenerating activities. For example, emissions
from Metro’s non-revenue transportation fuel
consumption increased by 5% in 2013 while
emissions from facility natural gas consumption
decreased by 13%.
Overall, the reduction in Metro’s total GHG
emissions since 2013 has mainly been driven by
efforts to reduce the consumption of CNG in Metro’s
UHYHQXHJHQHUDWLQJYHKLFOHpHHWDVZHOODVWKH
reduced energy consumed by Metro’s facilities.
PERFORMANCE METRICS
Performance metrics provide information about
Metro’s direct and indirect emissions relative to
its core services and are expressed in terms of
emissions per boarding, emissions per vehicle mile,
emissions per revenue hour, and emissions per
passenger mile.
In terms of emissions per boarding, Metro’s buses
ZHUHWKHPRVWHIoFLHQWWUDQVLWPRGHLQ
emitting 1.67 pounds (lbs) CO2e per boarding
(Table 4):KLOHEXVHVZHUHWKHPRVWHIoFLHQWRQD
per boarding basis, bus passengers tend to travel
fewer miles than rail passengers. GHG emissions
Table 4: (IoFLHQF\%DVHG*UHHQKRXVH*DV(PLVVLRQV
LBS CO2E/
BOARDING
LBS CO2E/
VEH MIL
LBS CO2E/
REV HOUR
LBS CO2E/
PAS. MILE
Heavy Rail
2.00
12.75
305.04
0.38
Light Rail
2.02
8.75
187.30
0.31
Bus Not Operated by Metro
2.50
5.82
86.01
0.52
Bus Operated by Metro
1.67
6.89
86.60
0.40
Vanpool
9.86
1.29
56.09
0.23
NA
1.99
NA
NA
1.85
6.12
99.99
0.37
MODE
Non-revenue Metro Vehicles
TOTAL LBS CO2E/METRIC (TOTAL)
89
Emissions Per Boarding
Between 2013 and 2014, Metro’s total GHG
emissions per boarding remained steady. Trends in
emissions per boarding varied within each transit
mode (Figure 57). GHG emissions per boarding
for light rail increased by 7%, which may be partly
attributed to the slight decrease in light rail ridership
by approximately 1%. Conversely, GHG emissions
per boarding for heavy rail decreased by 16%.
Metro-operated bus services experienced a 2%
increase in GHG emissions per boarding, while
contracted bus services demonstrated an 8%
decrease. Bus ridership decreased by 2% between
DQG7KHFDUERQHIoFLHQF\RIYDQSRRO
services on a per boarding basis increased by 4%,
as the rate of increase in emissions from gasoline
FRQVXPHGE\0HWUR
VFRQWUDFWHGYDQpHHW ZDV
outpaced by the rate of increase in ridership (12%).
4.00
Pounds CO2e per Boarding
3.50
3.00
2.50
2.00
1.50
1.00
0.50
0.00
Bus Purchased
Heavy Rail
Light Rail
Bus and Rapid Bus Operated by Metro
LIGHT RAIL AND
VANPOOLS WERE
THE MOST CARBONEFFICIENT MODE OF
METRO’S OPERATIONS
IN 2014 FOR GHG PER
PASSENGER MILE.
HOW DID WE DO?
TRENDS IN PERFORMANCE METRICS
Figure 57: Greenhouse Gas Emissions per
Boarding
Metro’s 2015 Energy and Resource Report
per passenger mile traveled is another method of
DVVHVVLQJ0HWUR
VHIoFLHQF\:KHQFDOFXODWHGE\
passenger mile, light rail and vanpools were the
PRVWFDUERQHIoFLHQWPRGHRI0HWUR
VRSHUDWLRQVLQ
0HWUR
VHIoFLHQF\SHUSDVVHQJHUPLOHLVKLJKHU
for all travel modes than a typical passenger vehicle,
ZKLFKHPLWVDSSUR[LPDWHO\OEPLOH9DQSRRO
VHUYLFHVDOVRDSSHDUWREHWKHPRVWHIoFLHQWWUDQVLW
mode in terms of GHG emissions per vehicle mile,
emitting 0.23 lbs CO2e per passenger mile, followed
closely by light rail with 0.31 lbs CO2e per passenger
PLOH,QDGGLWLRQWREHLQJWKHPRVWHIoFLHQWWUDQVLW
mode, the vanpool services have been successful
in increasing their ridership by 12% from 2013 to
2014. Lastly, when evaluated on a revenue hour
basis, Metro’s contracted bus services and vanpool
VHUYLFHVVKRZWKHKLJKHVW*+*HIoFLHQF\SHU
revenue hour.
90
Metro’s 2015 Energy and Resource Report
HOW DID WE DO?
Figure 58: Greenhouse Gas Emissions per Vehicle
Mile
18.00
Pounds CO2e per Vehicle Mile
16.00
14.00
12.00
10.00
8.00
6.00
Between 2013 and 2014, Metro experienced a 3%
decrease in GHG emissions per vehicle mile, based
on mileage from revenue-generating vehicles.
,PSURYHPHQWVLQ*+*HIoFLHQF\SHUYHKLFOHPLOH
were observed for heavy rail and light rail (Figure 58).
The biggest improvement was seen in heavy rail at
23%. Vanpool services showed no change in GHG
HPLVVLRQVSHUPLOH*+*HIoFLHQF\SHUYHKLFOHPLOH
decreased by 6% for contracted bus services, 2% for
Metro-operated bus services, and 1% for light rail.
4.00
2.00
0.00
Bus Purchased
Heavy Rail
Light Rail
Bus and Rapid Bus Operated by Metro
NEXT STEPS
> Initiate LEED–EBOM Certification at Divisions
9, 20, and 21, and Union Station.
> Initiate social vulnerability assessment for
impacts of climate change on Metro ridership.
> Prepare solicitation for a new Sustainability,
Climate Change, and Greenhouse Gas
Emissions Consultant.
91
CASE STUDY
Metro’s 2015 Energy and Resource Report
CLIMATE RESILIENCY
INDICATOR DEVELOPMENT
HOW DID WE DO?
ACTION
As global discussions of climate change evolve,
improving the resilience of critical infrastructure
has moved to the forefront of Metro’s priorities.
Many of Metro’s assets are vulnerable to weather
HYHQWVVXFKDVpRRGLQJDQGH[WUHPHWHPSHUDWXUHV
which can lead to overheating and erosion and
cause mechanical complications for these assets.
Therefore, Metro has committed to improving the
resiliency of its assets and networks in the face
of climate change and the evolving frequency of
extreme weather events.
In 2014, Metro began developing a resiliency
indicator framework, a metrics system that
ZRXOGFDOFXODWHDVVHWUHVLOLHQFHEDVHGRQGHoQHG
dimensions and principles. In coordination with
internal stakeholders such as Corporate Safety &
Risk Management and Planning and Operations,
WKHPHWULFVZHUHUHoQHGWRUHpHFW0HWURUHOHYDQW
needs and vulnerabilities. The framework was then
WHVWHGZLWKDYDULHW\RIFDVHVWXGLHVUHpHFWLQJVRPH
of Metro’s most critical or obvious vulnerabilities,
in order to verify the framework’s consistency and
dependability across all Metro assets.
OUTCOMES
CHALLENGE
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contains two dimensions, technical and
organization, which house roughly 60 indicators.
The score resulting from the framework provides
a mechanism through which Metro can prioritize
the necessary actions to ensure any vulnerable
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resiliency indicator framework can be utilized
to evaluate the physical ability of the system to
perform or the overall ability of the organization
to take actions in preparation for, or in response
to, a hazard event.
92
HOW DID WE DO?
GREENHOUSE GAS
DISPLACEMENT
Metro’s 2015 Energy and Resource Report
INDICATOR AREA
93
> Congestion Relief refers to the GHG emissions
displaced by improving roadway conditions for
those who continue to drive passenger vehicles.
Fewer cars on the road lead to increased road
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WKHHIoFLHQF\RIWKHUHPDLQLQJRQURDGYHKLFOHV
> Land Use refers to emissions displaced when
transit enables denser land use patterns, which
encourage shorter trips and increased walking and
cycling instead of vehicle use.
Congestion relief and land use GHG displacement
estimates have not been applied to the GHG
displacement calculation as they require more
detailed modeling, but would demonstrate even
greater emissions avoidance and Metro’s central role
in creating a more sustainable region.
NEXT STEPS
> Continue Electric Vehicle Charger Expansion
project to install an additional 20 electric
vehicle charge stations at five additional parkand-ride lots in the Los Angeles region.
Table 5: Net Greenhouse Gas Emissions from Metro Operations, 2014
SOURCE
Total Emissions Displaced from Mode Shift
QUANTITY OF EMISSIONS DISPLACED (MT CO2E)
(482,182)
Emissions from Metro Operations
465,529
NET EMISSIONS FROM METRO OPERATIONS
(16,653)
HOW DID WE DO?
Metro continues to implement strategies to reduce
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understand Metro’s larger role in sustainability and
reducing GHG emissions in the region. By providing
transit options, Metro is reducing GHG emissions
that would otherwise have occurred from passenger
vehicles, increased congestion, and potentially
more sprawl. When the combined effects of these
factors are considered, Metro prevented more GHG
emissions than it produced. As Metro expands its
rail, bus, or vanpool services, it is contributing to
regional GHG emission reductions even though the
agency’s absolute emissions will likely increase as
a result of this expansion. In 2014, Metro achieved
GHG displacement of approximately 482,182
MT CO2e by shifting passengers from individual
vehicular travel to transit (Table 5). This alone results
in more GHG emissions displaced by passengers
not driving than by all of Metro’s operational
emissions (465,529 MT CO2e). These avoided or
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as Metro’s operational emissions, but APTA has
provided guidance for estimating three forms of
displaced emissions:
> Mode Shift refers to the GHG emissions displaced
by shifting from a passenger vehicle to transit. This
is calculated on a per passenger-mile basis, and
APTA has estimated that 0.47 vehicle miles are
avoided for every passenger mile of transit for a
region the size of Los Angeles.
Metro’s 2015 Energy and Resource Report
METRO PREVENTED
MORE GHG
EMISSIONS THAN IT
PRODUCED IN 2014.
94
Metro’s 2015 Energy and Resource Report
HOW DID WE DO?
95
CASE STUDY
Metro’s 2015 Energy and Resource Report
EXPO OPERATION AND
MAINTENANCE FACILITY
HOW DID WE DO?
The Expo Operation and Maintenance Facility (OMF)
is being constructed as part of the Expo Phase 2
project. Located on the south side of the right-of-way
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Once completed, the site will include six light rail
vehicle (LRV) storage tracks for 15 three-car trains (45
total LRVs). The Expo OMF will also accommodate
full maintenance and operational support for the
Expo Line, which is expected to accommodate an
estimated 64,000 daily riders by 2030.
Several sustainability features are included in
the facility’s design to increase water and energy
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gallon cistern to harvest rainwater for vehicle wash
and facility irrigation. The facility’s train wash will
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landscaping by 53% and interior potable water usage
by 44%. Additionally, to promote natural ventilation,
the facility’s buildings are oriented for exposure
to westerly winds from the ocean, optimizing the
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The OMF will also include sustainability features
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acoustical mitigation.
2015 Metro
Metro’s
2015
Energy and Resource Report
Los Angeles County
Metropolitan Transportation Authority
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